Knowledge hiding behavior inhibits innovation and cooperation therefore it is important to explore the inducement of knowledge hiding behavior for enterprise team climate and value realization. Based on social exchange theory this study explores the effects of different leadership on employees?? knowledge hiding and the internal influence mechanism including analyzing the relationship between humble leadership and abusive leadership and employees?? knowledge hiding exploring whether employees?? psychological security plays an intermediary role and whether the relationship between psychological security and knowledge hiding is influenced by different types of team motivation climate. Data are collected from 820 employees in 6 technology companies in the Yangtze River Delta region and the result of data processing is displayed by using the hierarchical regression model. Results show that different styles of leadership affect knowledge hiding and psychological security plays an important intermediary role. In particular humble leadership have negative influence on knowledge hiding through psychological security and abusive leadership have positive influence on knowledge hiding through psychological security. The motivational climate plays a moderating role. Specifically performance climate positively moderates the relationship between psychological safety and knowledge hiding and control climate negatively moderate the relationship between psychological security and knowledge hiding. This study enriches the theories of leadership and organizational behavior management and provides a clear solution for the management of knowledge hiding behavior. From the perspective of leadership this study deepens the understanding of the motivation of employees?? knowledge hiding and constructs the boundary conditions for the relationship between psychological security and knowledge hiding. In order to restrain knowledge hiding enterprise leaders need to show more humility be open to the views of employees and be willing to accept and listen to the opinions of others cultivate employees?? sense of psychological security so that employees can sharing knowledge without scruples create a team atmosphere through encouraging competition and to improve the team?? s performance atmosphere. In the future multivariate sources and diversified scenarios will be further used for verification and the relevant research conclusions will be extended from Chinese science and technology enterprises to other research situations so as to improve the external effectiveness of the research conclusions