When leaders are real, do colleagues still compete? Unpacking the envy–gossip–knowledge chain

Purpose The main aim of this study was to explore how coworker competitiveness shapes knowledge-hiding behaviour in knowledge-intensive sectors, focusing on the mediating roles of being envied at work and perceived negative workplace gossip and the moderating influence of authentic leadership. Design/methodology/approach Data were gathered from a 2-wave survey of 228 professionals in India's information technology (IT) and banking sectors and analysed through the lens of social comparison theory and conservation of resources theory. Findings The analysis revealed that coworker competitiveness did not directly predict knowledge hiding or envy, but it significantly reduced negative workplace gossip. Gossip, rather than envy, emerged as the key relational mechanism driving knowledge hiding. Authentic leadership does not moderate these dynamics, suggesting that leadership interventions alone may not neutralise competitive tensions. Originality/value This research advances theory by demonstrating that competitiveness in structured, high-pressure environments can coexist with cooperation and may even suppress gossip. It reframes gossip as the critical link between rivalry and knowledge withholding in organisational behaviour literature. Practically, the findings underscore the need for team-level and cultural interventions beyond leadership training to foster open knowledge exchange.