Impact of authoritarian leadership on knowledge hiding: the serial multiple mediation effects of hindrance stressors and job insecurity

Introduction In an increasingly knowledge driven economy, understanding how authoritarian leadership shapes employees’ knowledge hiding is critical for sustaining organizational learning and adaptability. Drawing on the conservation of resources theory and the Job Demands Resources model, this study examines how authoritarian leadership influences employees’ knowledge hiding behavior through hindrance stressors and job insecurity among employees in small and medium sized enterprises in China. More importantly, this study conceptualizes knowledge hiding as a four dimensional construct encompassing playing dumb, evasive hiding, rationalized hiding, and procrastination. Methods Drawing on a sample of 363 full-time employees, we tested a serial mediation model, in which authoritarian leadership increased knowledge hiding through its effects on hindrance stressors and job insecurity. Results All the proposed hypotheses received empirical support. The findings demonstrate that authoritarian leadership affects knowledge hiding through interpersonal dynamics and a cascade of stress-based psychological mechanisms. Discussion This study highlights the contextual relevance of small- and medium-sized enterprises in China, where hierarchical structures, resource scarcity, and cultural norms amplify employees’ sensitivity to leadership pressure. The practical implications of reducing knowledge hiding and fostering transparent knowledge exchanges are also discussed.