How authentic leadership prevents knowledge hiding: The mediating roles of psychological safety and relational identification

Knowledge-hiding (KH) behaviors undermine innovation and collaboration, making it critical to understand their antecedents and identify effective countermeasures. Drawing on social information processing theory and social identity theory, this study develops and empirically tests a dual mediation model that links authentic leadership (AL) to employee KH behavior via psychological safety (PS) and relational identification (RI). On the basis of a two-wave survey of 337 knowledge-based employees in China, the results show that AL significantly reduces KH behaviors, both directly and indirectly through enhanced PS and RI. These findings reveal key psychological mechanisms through which AL fosters a more transparent and collaborative work environment. This study contributes to the literature on leadership and knowledge management, providing practical guidance for organizations seeking to promote knowledge sharing.