Foundational Leadership Theory: A New Ethical Approach to Reducing Knowledge-Hiding Practices Among Employees

Abstract

Knowledge hiding is a destructive behavior that degrades organizational success. Knowledge hiding is the intentional withholding of information from another employee. It has been reported that 76% of U.S. employees hide knowledge from each other. The displaced aggression theory suggests that employees are more likely to hide knowledge from others in the presence of mistreatment by a leader. Therefore, there was a need to investigate new ethical theories that have been shown to influence organizational commitment and potentially decrease knowledge-hiding practices among employees. This research used foundational leadership theory (FLT) developed by Fuller in 2021 to examine the overall influence on knowledge hiding. The sample consisted of 306 full-time employees across various industries throughout the United States. The results indicated that FLT had a significant negative relationship (-0.64); regression analysis indicated that, as FLT increased, knowledge hiding decreased by 0.57. Therefore, leadership training programs that teach ethical leaders based on integrity, assurance, and pragmatism will likely reduce knowledge hiding tactics among employees and create a strategic advantage among competitors.

Employee Perception of Leadership Tolerance of Deviance and the Moral Disengagement from Organizational Citizenship Behavior

“…Ethical leadership improves LMX relationships (Gallie et al, 2017), and UMT confirms that opposing beliefs degrade positive behaviors and attitudes (Yang & Wei, 2017). However, foundational leadership integrity, assurance, and pragmatism reduce counterproductive behaviors (Fuller, 2021a) but improve LMX relationships (Fuller, 2021b).…”

“…Each measurement consists of a seven-point Likert-typed scale (1 = strongly disagree, 7 = strongly agree) with a previous Cronbach's alpha of .95 (Fuller, 2022b). Previous research has shown that LEAD has a significant relationship with organizational commitment (Fuller, 2021c) and reduces knowledge hiding between employees (Fuller, 2021a). Because pragmatism reduces destructive behaviors, PDT should not moderate the FLP relationship with OCB.…”

“…However, the inward and outward examination of leadership decisions using foundational leadership integrity, assurance, and pragmatism accounts for social comparisons. As a result, foundational leadership integrity, assurance, and pragmatism have a positive relationship with organizational commitment (Fuller, 2021b), decrease employee deviant behaviors (Fuller, 2021a), and pragmatism should resist PDT moderation on OCB.…”

“…Because employees with OCB attributes go above and beyond their regular duties, foundational leadership assurance is likely to have a positive relationship with OCB. Additionally, FLA reduces stress, anxiety, and uncertainty, influencing organizational commitment (Fuller, 2021a). Ethical leaders can integrate FLA with FLI to reduce workplace uncertainty.…”

“…The foundational leadership theory (FLT) is an ethical leadership perspective that advances the SI approach. Additionally, research on FLT suggests that integrity, assurance, and pragmatism reduce deviant and destructive behaviors associated with the displaced aggression theory (Fuller, 2021a). It is plausible that FLT may have one or more attributes that are resistant to perceived deviance tolerance ability to moderate the relationship between ethical leadership and OCB.…”