The present study examines the role of the leader's envy in knowledge hiding. Based on 28 semi-structured interviews from the faculty members of different Universities in Pakistan, we explain that how leader's perception of relative power as compare to their followers lead them to get envious of their followers and results in negative behaviours, such as knowledge hiding. Furthermore, this paper attempts to explain when such phenomenon exists in a work setting, and what kind of knowledge-hiding behaviours - rationalized hiding, evasive hiding, or playing dumb - leaders demonstrate. Results show that as a result of social comparisons with competent subordinates, leaders engage in the feeling of envy. As a behavioural response of envy, leaders engage in different knowledge-hiding behaviours
