Arrogant Leader, Knowledge Hiding Behavior, and the Role of Perceived Insider Status
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The current study investigates the relationship between an arrogant leader and knowledge hiding behavior because naturally accumulated knowledge generates power and a belief of superiority in leaders allowing them to make inordinate presumptuous claims. Such traits of a leader suppress employees' views and thoughts, making them more vulnerable. The extant literature highlighted fear, lack of trust, neuroticism, and employee cynicism as contributing factors for knowledge hiding. Therefore, the need exists to further develop a model of an arrogant leader and knowledge hiding behavior. This relationship was moderated through perceived insider status. A convenient sample of 316 participants from public organizations in Fiji Island was surveyed. The leaders in public sectors are generally known for their deviant behaviors. The proposed research model was tested through structural equation modeling (SEM). The result showed model fit for the study c2 = 382.28, df = 87, RAMSEA = 0.06, RMR = 0.03, TLI = 0.94, IFI = 0.95, CFI = 0.95. The regression analysis showed positive relationship between AL and KHB (β = 0.65, p = .001), while PIS showed negative moderating effect (β = - 0.33, p = .001), both hypotheses were accepted. The findings suggest that arrogant leaders see themselves as more knowledgeable, they disparage and treat employees' views as inferior, while perceived insider status can cushion the impact of arrogant leaders. In practice, to address a leader's arrogance, the organizations can provide training, coaching, recognition, and have a specific selection and recruitment criterion to screen out applicants who exhibit arrogant behavior.
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