A Study On The Impact Of Differentiated Empowering Leadership On Knowledge Hiding In Hotel Industry

In an organizational context where the internal and external environment changes rapidly,it is very important for employees to understand and master information,resources,skills and other knowledge to enhance their core competitiveness.Many companies use a variety of methods to promote effective knowledge transfer behavior among employees within the company,but all the measures to improve knowledge sharing in the group proved of little success.The tacit knowledge has the characteristics of narrow access and difficult transfer,which makes the transfer effect of tacit knowledge worse than the explicit knowledge.In this regard,many scholars have begun to explore the reasons for the failure of knowledge transfer in different situations,and proposed the concept of knowledge hiding.They believe that the factors influencing knowledge hiding include: personal factors,organizational factors,interpersonal relationship and and knowledge characteristics.This paper constructs an integrated model of the influencing factors of employee knowledge hiding behavior from the perspectives of personal factors(employee's competition and cooperation orientation,employee's psychological safety),organizational factors(differentiated empowering leadership),and interpersonal relationship factors(team relationship conflicts).Authorization,as an important leadership style in the current era,has always attracted the attention of academic circles.In this study,the author explores the impact of differentiated empowering leadership on employee's knowledge hiding behavior based on the theory of leader-member exchange.And examines the mediating role of the team relationship conflicts and employee's psychological safety in the relationship between differentiated empowering leadership and knowledge hiding.As well as the regulating effect of the cooperative and competitive orientation of the employee between differentiated empowering leadership and employee's psychological safety.Using the questionnaires from 60 department and 527 employees of 19 hotels(four-star,five-star)in Shanghai,Chongqing,Chengdu,Quanzhou,Fuzhou and Xiamen to examine the concept model and research assumptions proposed by the author.The data analysis results show that:(1)Team relationship conflict has a significant positive impact on employee's knowledge hiding,and employee's psychological safety has a significant negative impact on employee's knowledge hiding;(2)The differentiated empowering leadership has a significant positive impact on the team relationship conflicts,and has a significant negative impact on employee's psychological safety;(3)Differentiated empowering leadership indirectly influences the employee's knowledge hiding behavior through the team relationship conflict and employee's psychological safety;(4)The employee's cooperation orientation weakens the negative impact of the differentiated empowering leadership on the employee's psychological safety.That is,In the case of low employee's cooperation orientation,the differentiated leadership has a significant negative impact on the employee's psychological security.But the differentiated empowering leadership has no significant influence on the employee's psychological safety,when the employee's cooperative orientation is high.Based on the data and theoretical analysis,the author proposed several management measures to promote the development of differentiated authorized leadership in hotels and improve the efficiency of knowledge transfer between employees:(1)Fully realized the negative effects of differentiated empowering leadership;(2)Emphasize the situational factors of the differentiated empowering leadership,and develop employee's cooperative orientation;(3)Buliding a harmonious team atmosphere.