Authentic leadership – a source of tacit knowledge sharing and career competence in service sector

IF 4.2 3区 管理学 Q2 MANAGEMENT
Raheel Yasin, Neuza Ribeiro, Muhammad Atif, Ayesha Ali
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引用次数: 0

Abstract

Purpose

This study aimed to examine the correlation between authentic leadership and career competence, exploring the mediating roles of tacit knowledge sharing and employee service innovative behavior.

Design/methodology/approach

Data were collected using convenience sampling and a time-lagged design from the Pakistani banking sector. The time-lagged design was employed to gather data at two different points in time. SPSS statistical software was used for descriptive analysis, and hypotheses were tested using Mplus.

Findings

The results demonstrate that authentic leadership has a significant positive impact on tacit knowledge sharing. This knowledge sharing, in turn, positively impacts employee service innovative behavior, which subsequently enhances career competence. Furthermore, tacit knowledge sharing mediates the relationship between authentic leadership and employee service innovative behavior.

Social implications

This study has social implications for organizations aiming to align their inclusive goals with societal needs. The findings can help foster a culture of knowledge sharing, thereby contributing to societal innovation.

Originality/value

This study provides valuable insights into how authentic leadership contributes to career competence, thus enriching the existing literature on this topic.

真正的领导力--服务行业隐性知识共享和职业能力的源泉
目的 本研究旨在考察真实领导力与职业胜任力之间的相关性,探讨隐性知识共享和员工服务创新行为的中介作用。时滞设计用于收集两个不同时间点的数据。使用 SPSS 统计软件进行描述性分析,并使用 Mplus 对假设进行检验。这种知识共享反过来又会对员工的服务创新行为产生积极影响,进而提升其职业能力。此外,隐性知识共享对真实领导力和员工服务创新行为之间的关系起到了中介作用。 社会意义本研究对旨在使其包容性目标与社会需求相一致的组织具有社会意义。研究结果有助于培养知识共享文化,从而促进社会创新。原创性/价值本研究为真实领导力如何促进职业胜任力提供了宝贵的见解,从而丰富了有关这一主题的现有文献。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
7.70
自引率
6.10%
发文量
72
期刊介绍: The journal addresses a broad range of topics which are relevant to organizations and reflective of societal developments. Public and private sector organizations alike face ongoing pressure to streamline activities, improve efficiency and achieve demanding organizational objectives. In this context, the ability of senior managers to understand the culture and dynamics of organizations and to deliver strong leadership during periods of change, could be the difference between organizational failure and success.
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