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Effect of Ethical Leadership and Job Insecurity on Job Performance:The Mediating Roles of Knowledge Sharing and Knowledge Hiding and the Moderating Role of Self-Enhancement

  • Industry Promotion Research
  • Abbr : IPR
  • 2025, 10(4), pp.1~12
  • DOI : 10.21186/IPR.2025.10.4.001
  • Publisher : Industrial Promotion Institute
  • Research Area : Interdisciplinary Studies > Interdisciplinary Research
  • Received : September 23, 2025
  • Accepted : October 20, 2025
  • Published : October 31, 2025

Sun Gi Jeong 1 Young Wook Seo 1

1대전대학교

Accredited

ABSTRACT

This study aims to analyze the effects of ethical leadership and job insecurity on job performance through the mediating roles of knowledge sharing and knowledge hiding, and to examine the moderating effect of self-enhancement. To achieve this purpose, a survey was conducted with 300 employees working in Korean small and medium-sized enterprises, and empirical analysis was performed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with Smart PLS 4.0. The results show, first, that ethical leadership promotes knowledge sharing and suppresses knowledge hiding, thereby exerting a positive impact on job performance. Second, job insecurity hinders knowledge sharing and reinforces knowledge hiding, which negatively affects job performance. Third, knowledge sharing improves job performance, whereas knowledge hiding serves as a factor that reduces it. Fourth, self-enhancement was verified as a significant moderator in the relationship between knowledge sharing and job performance. These findings provide empirical evidence of the dual effects of knowledge behavior on job performance and underscore the importance of individual characteristics, offering both theoretical and practical implications for establishing effective knowledge management and human resource management strategies.

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