Morality impels employees to act: examining how ethical leaders urge employees towards knowledge sharing

IF 3.2 4区管理学 Q1 INFORMATION SCIENCE & LIBRARY SCIENCE

Knowledge Management Research & Practice Pub Date : 2021-12-16 DOI:10.1080/14778238.2021.2004949

Muhammad Hasnat Bhatti, Jiangnan Qiu, U. Akram, M. Bhatti, Zubair Akram

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引用次数: 2

Abstract

ABSTRACT This study investigates when leaders can promote knowledge sharing by leading ethically? Drawing on social learning theory, we hypothesise that ethical leaders can induce knowledge sharing via role modelling. Moreover, social exchange and social capital theories explain that organisational citizenship behaviour (OCB) and normative commitment (NC) can boost knowledge sharing among employees through dual mediating effects. We collected two waves data from 506 manager-employee dyads in the banking sector of Pakistan. In addition, structural equation modelling was used to test the model, and bootstrapping was applied to examine the mediation effect. Results show that ethical leadership is positively related to employee knowledge sharing and this relationship is significantly mediated by OCB and NC parallelly. Both are equally important in accounting for the impact of ethical leadership on employee’s knowledge sharing. Our research suggests that ethical leaders can promote knowledge sharing by increasing OCB and engendering NC.

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道德促使员工行动:检视道德领袖如何鼓励员工分享知识

摘要:本研究探讨了领导者在何种情况下可以通过道德领导促进知识共享。根据社会学习理论，我们假设道德领导者可以通过角色建模诱导知识共享。此外，社会交换理论和社会资本理论解释了组织公民行为(OCB)和规范性承诺(NC)通过双重中介效应促进员工之间的知识共享。我们从巴基斯坦银行部门的506名经理和员工中收集了两波数据。此外，采用结构方程模型对模型进行检验，并采用自举法对中介效应进行检验。结果表明，伦理型领导与员工知识共享之间存在显著正相关关系，并在组织公民行为和组织管理并行作用下起到显著中介作用。在考虑道德领导对员工知识共享的影响时，两者同样重要。研究结果表明，伦理型领导者可以通过增加组织公民行为和产生NC来促进知识共享。

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

Knowledge Management Research & Practice Multiple-

CiteScore

7.00

自引率

15.60%

发文量

期刊介绍： Knowledge management is a term that has worked its way into the mainstream of both academic and business arenas since it was first coined in the 1980s. Interest has increased rapidly during the last decade and shows no signs of abating. The current state of the knowledge management field is that it encompasses four overlapping areas: •Managing knowledge (creating/acquiring, sharing, retaining, storing, using, updating, retiring) •Organisational learning •Intellectual capital •Knowledge economics Within (and across) these, knowledge management has to address issues relating to technology, people, culture and systems.