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首页> 外文期刊>Open Journal of Social Sciences >The Effect of Leader Knowledge Hiding on Employee Voice Behavior—The Role of Leader-Member Exchange and Knowledge Distance
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The Effect of Leader Knowledge Hiding on Employee Voice Behavior—The Role of Leader-Member Exchange and Knowledge Distance

机译：领导者知识隐藏在员工语音行为上的影响 - 领导者交流与知识距离的作用

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摘要

Knowledgehiding behavior is common in the organization, which hinders the cooperationamong employees and affects the transmission and development of new knowledgeand new ideas. Therefore, based on the social exchange theory, this study takes441 employees as the research object. The research results are as follows: 1)Perceived leader evasive hiding and perceived leader playing dumb had anegative effect on employee voice behavior. Perceived leader rationalized hidinghas no significant influence on employee voice behavior. 2) LMX completelymediated the relationship between perceived leaders’ evasive hiding, playingdumb and voice behavior. 3) The moderating effect of knowledge distance on theinfluence of perceived leader knowledge hiding on LMX is significant. Thegreater the knowledge distance, the stronger the negative effect of perceivedleadership knowledge hiding and LMX. This study suggests that managers shouldpay more attention to the possible negative impact of leader knowledge hidingand knowledge distance on employees’ voice behaviors, and to increase knowledgeexchange with employees, to establish reasonable talent configuration in teamsor organizations, as well as create a harmonious interpersonal atmosphere foremployees’ voicing.
机译：本组织的知识行为是常见的，这阻碍了合作多员工，并影响了新知识的传播和发展。因此，基于社会交流理论，本研究需要441名员工作为研究对象。研究结果如下：1）感知领导者的躲避隐藏和感知领导人演奏愚蠢对员工的语音行为进行了一种对策。被认为的领导者合理化隐藏对员工语音行为没有显着影响。 2）LMX完全介绍了感知领导者躲避隐藏，牌牌和语音行为之间的关系。 3）知识距离对隐藏在LMX上的感知领导者知识的影响的调节效果显着。知识距离的知识距离，感知领主知识隐藏和LMX的负面影响越强。本研究表明，管理者应该更加关注领导者知识隐藏和知识距离对员工语音行为的可能性的负面影响，并通过员工增加知识兴奋的机会，在Teamsor组织中建立合理的人才配置，以及创造和谐的人际氛围所在的人机'发声。

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