The Present and Future Trends of Leadership Styles and Knowledge Hiding Through Science Mapping Analysis

Muhammad Ashraf Fauzi, Umi Nabila Alias, Christine Nya-Ling Tan, Walton Wider, Subhodeep Mukherjee, Ahmad Samed Al-Adwan and Lester Naces Udang
Additional contact information
Muhammad Ashraf Fauzi: Faculty of Industrial Management, Universiti Malaysia Pahang Al-Sultan Abdullah, 26300 Gambang Pahang, Malaysia2Centre for Advanced Industrial Technology, Universiti Malaysia Pahang Al-Sultan Abdullah, 26600 Pekan Pahang, Malaysia
Umi Nabila Alias: Faculty of Industrial Management, Universiti Malaysia Pahang Al-Sultan Abdullah, 26300 Gambang Pahang, Malaysia
Christine Nya-Ling Tan: School of Management and Marketing, Massey University, Auckland, New Zealand
Walton Wider: Faculty of Business and Communications, INTI International University, Nilai, Malaysia
Subhodeep Mukherjee: Operations and Supply Chain Area, GITAM School of Business, GITAM (Deemed to be) University, Visakhapatnam, Andhra Pradesh-530045, India
Ahmad Samed Al-Adwan: Business Technology, Hourani Center for Applied Scientific Research, Al-Ahliyya Amman University, Amman, Jordan
Lester Naces Udang: Faculty of Education, Shinawatra University, Pathum Thani Campus, Thailand, College of Education, University of the Philippines Diliman, Philippines

Journal of Information & Knowledge Management (JIKM), 2025, vol. 24, issue 05, 1-22

Abstract: This study investigates the scientific structure of leadership style on employee knowledge-hiding behaviour in organisation. Knowledge hiding is a counterproductive and negative behaviour that diminishes organisational progress and performance. This behaviour primarily occurs due to the type of leadership prevalent in the organisation. Employing a science mapping approach, this study discovers the link between knowledge-hiding behaviour and leadership style using bibliometric analysis. Bibliographic coupling depicts three themes associated with different leadership styles on knowledge hiding (clusters 1 and 2), the relationship between knowledge sharing and knowledge hiding (cluster 3), underpinning theories (cluster 4) and the impact of leadership on employee creativity (cluster 5). The co-word analysis presents future trends associated with transformational leadership on knowledge sharing (cluster 1), knowledge hiding and employee innovation (cluster 2) and the synergy of psychological safety and workplace climate (cluster 3). The findings contribute to the theoretical and managerial implications of mitigating knowledge-hiding behaviour. Scholars and practitioners can intervene by knowing the predictors of knowledge hiding from the leadership style and strategically planning to overcome this obstructing behaviour in the workplace. This review fills in the knowledge sharing–knowledge hiding conundrum gap by exploring the role of leadership as a foundational base for future studies.

Keywords: Leadership; knowledge hiding; science mapping; organisation; employees; bibliometric analysis (search for similar items in EconPapers)
Date: 2025
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.worldscientific.com/doi/abs/10.1142/S0219649225500406
Access to full text is restricted to subscribers

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:wsi:jikmxx:v:24:y:2025:i:05:n:s0219649225500406

Ordering information: This journal article can be ordered from

DOI: 10.1142/S0219649225500406

Access Statistics for this article

Journal of Information & Knowledge Management (JIKM) is currently edited by Professor Suliman Hawamdeh

More articles in Journal of Information & Knowledge Management (JIKM) from World Scientific Publishing Co. Pte. Ltd.
Bibliographic data for series maintained by Tai Tone Lim ().