How proactive subordinates cope with supervisor knowledge hiding: the impression management tactic of upward ingratiation

Abstract

Purpose

Despite the detrimental effects of supervisor knowledge hiding on employees and organizations, little research has focused on how subordinates cope with it. Drawing on the impression management theory, this study proposes a mediated moderation model to explain who and how cope with supervisor knowledge hiding.

Design/methodology/approach

Using a sample of 340 full-time participants in various organizations and industries in China, the proposed model was tested using ordinary least squares regression with the PROCESS 3.5.

Findings

The results support the mediated moderation model, indicating that proactive subordinates are motivated to manage their impression towards supervisors and engage in upward ingratiation to cope with supervisor knowledge hiding. In contrast, subordinates with low level of proactive personality trait have less impression management motive and engage in fewer upward ingratiatory behaviors.

Originality/value

Based on the impression management theory, the current paper contributes to the literature on supervisor knowledge hiding by expanding the consequences of supervisor knowledge hiding, identifying a boundary condition of supervisor knowledge hiding on subordinate’s subsequent behaviors and enriching the mechanism underlying the effect of supervisor knowledge hiding with proactive personality.

Citation

Wang, Z., Luan, Y. and Zhang, L. (2024), "How proactive subordinates cope with supervisor knowledge hiding: the impression management tactic of upward ingratiation", Leadership & Organization Development Journal, Vol. 45 No. 6, pp. 921-934. https://doi.org/10.1108/LODJ-03-2023-0127