The path from paradoxical leadership to diminished knowledge hiding: exploring the role of interactional justice and employability

Purpose This research is anchored in the principles of Fairness Heuristic Theory to explore how paradoxical leadership influences the reduction of knowledge hiding behaviors among employees. It delves into the mediating effect of interactional justice in this relationship and investigates the nuanced roles of external and internal employability as moderating factors. This study aims to shed light on the intricate ways in which leadership styles, perceptions of justice and the dual dimensions of employability interact to shape knowledge management practices within organizations. Design/methodology/approach Employing partial least squares structural equation modelling (PLS-SEM), this research analyzes responses from 359 employees across various industries in mainland China. The methodological approach emphasizes the robustness of data collection and analysis, ensuring the reliability and validity of the findings in understanding the nuanced influence of paradoxical leadership on knowledge hiding. Findings The findings validate the hypothesis that paradoxical leadership significantly reduces knowledge hiding among employees, with interactional justice serving as a partial mediator in this relationship. Moreover, external employability is found to moderate the link between paradoxical leadership and interactional justice, while internal employability moderates the connection between interactional justice and knowledge hiding. These results highlight the complex interplay between leadership, justice perception and employability in influencing knowledge sharing behaviors. Originality/value This research contributes to the literature by deepening our understanding of the relationship between paradoxical leadership and knowledge hiding behaviors. By dissecting the role of interactional justice and employability, it sheds light on the complex interplay of factors that shape employees’ decisions to hide knowledge or not within organizations. This study not only broadens the antecedents of knowledge hiding but also provides practical implications for fostering an organizational environment conducive to knowledge sharing.