scholarly journals Leadership = Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes

2009 ◽  
Vol 25 (3) ◽  
pp. 367-380 ◽  
Author(s):  
Reinout E. de Vries ◽  
Angelique Bakker-Pieper ◽  
Wyneke Oostenveld
Keyword(s):  
Knowledge Sharing ◽  
Leadership Styles ◽  
Communication Styles ◽  
Leadership Communication

CROSS-CULTURAL PERCEPTIONS ON KNOWLEDGE SHARING IN HETEROGENEOUS COLLABORATIONS

2011 ◽  
Vol 15 (03) ◽  
pp. 563-592 ◽  
Author(s):  
BENJAMIN NIEDERGASSEL ◽  
STEFFEN KANZLER ◽  
SALVADOR ALVIDREZ ◽  
JENS LEKER
Keyword(s):  
Focus Groups ◽  
Knowledge Sharing ◽  
Chinese Culture ◽  
Research Collaboration ◽  
Influence Factors ◽  
Cross Cultural ◽  
Communication Styles ◽  
Cultural Perceptions ◽  
Group Orientation ◽  
Cultural Research

This qualitative study investigates different perceptions of knowledge sharing in a cross-cultural research collaboration between German and Chinese scientists. Special emphasis is placed on the in-group and out-group orientation of partners, different communication styles and personal and organizational influence factors. Data was obtained by conducting six focus groups in Germany and China. All ideas expressed in these focus groups were categorized and thoroughly evaluated. Our analysis reveals that the in- and out-group orientation of collectivistic and individualistic cultures might not be as pronounced as theory would suggest. In fact, members of the more collectivistic Chinese culture even showed a higher out-group orientation than members of the more individualistic German culture in our study. The resulting theoretical and practical implications for managing cross-cultural collaboration projects are discussed in detail in the paper.

A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance

2016 ◽  
Vol 35 (5) ◽  
pp. 681-705 ◽  
Author(s):  
Ra'ed Masa'deh ◽  
Bader Yousef Obeidat ◽  
Ali Tarhini
Keyword(s):  
Transformational Leadership ◽  
Firm Performance ◽  
Job Performance ◽  
Knowledge Sharing ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Content Type ◽  
Transformational And Transactional Leadership ◽  
The Impact

Purpose – Knowledge sharing adoption has been considered as a significant practice for organizations. However, there is a modest empirical confirmation to indicate how these organizations value the richness of their knowledge capabilities. The purpose of this paper is to investigate both transformational and transactional leadership styles that influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance. Design/methodology/approach – Data collected from 179 employees at the higher council of youth in Jordan were empirically tested using structural equation modelling. Findings – The findings revealed that both transformational and transactional leadership styles have significant impact on job performance, and the latter on firm performance. Also, it was found that transactional leadership impacted knowledge sharing, whereas transformational leadership did not. Originality/value – This research proposes a new approach to understand knowledge sharing adoption, and outlines some theoretical and managerial implications of the findings.

scholarly journals The influence of leadership styles on employee engagement: The moderating effect of communication styles

2017 ◽  
Vol 4 (3) ◽  
pp. 107-116 ◽  
Author(s):  
Abdul Kadir Othman ◽  
◽  
Muhammad Iskandar Hamzah ◽  
Mohd Khalid Abas ◽  
Nurzarinah Mohd Zakuan ◽  
...  
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Moderating Effect ◽  
Communication Styles

scholarly journals The Effect of Communication Style on Teaching Motivation, Work Ethics, Emotional Intelligence, Reading Proficiency and Knowledge Sharing

2021 ◽  
Vol 25 (4) ◽  
pp. 562-576
Author(s):  
Mustofa ◽  
Setyabudi Indartono ◽  
Sukidjo
Keyword(s):  
Emotional Intelligence ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Reading Proficiency ◽  
Vocabulary Knowledge ◽  
Communication Style ◽  
Communication Styles ◽  
Equation Modeling ◽  
Workplace Ethics ◽  
Teaching Motivation

Introduction. The reading proficiency of students across countries varies. Better teaching motivation, workplace ethics, Emotional Intelligence promote one to share their knowledge with others. Therefore this study seeks to investigate the role of communication style, the effect of teaching motivation, workplace ethics, emotional intelligence on reading proficiency and knowledge sharing. Materials and Methods. This study engaged 448 teachers/serviced teachers from various levels of secondary schools. Structural Equation Modeling is utilized in this study to analyze the model. The model reached a satisfactory compliance. Results. The results showed that teaching motivation, workplace ethics, emotional intelligence bear on reading proficiency and knowledge sharing positively. The communication style of teachers mediates the model significantly. Discussion and Conclusion.Teachers with better motivation prepare their class better by increasing their knowledge and insight into their field by the intensity of their effort to increase their reading experience and proficiency. Those sticking to work ethic try to increase their integrity, honesty, discipline, fairness and respect, responsibility, and accountability at work to reach better proficiency of reading and behaviors of sharing activities. Teachers’ Emotional Intelligence boosts their quality in reading by reaching a better quality of their ability on their understanding of reading passages and vocabulary knowledge as well as the level of proficiency in reading. Teachers with better communication styles increase their motivation onto the level of reading proficiency. Communication style strengthens the influence of motivation on reading skills.

Knowledge Sharing in Business Organizations

2017 ◽  
pp. 886-906
Author(s):  
Korhan Arun
Keyword(s):  
Information Technology ◽  
Knowledge Sharing ◽  
Leadership Styles ◽  
Empirical Research ◽  
Business Processes ◽  
Business Environment ◽  
Survey Method ◽  
Business Organizations ◽  
Free Zone ◽  
Leadership Dimensions

This chapter aims to explain leadship in knowledge sharing in the business environment. Knowledge sharing is not primarily an information technology issue, because knowledge exists not only in the minds of members but also in the business processes and structures of organizations. That is why Knowledge Sharing Culture (KSC) and leadership play a significant role on knowledge sharing. This chapter presents the findings of a study which was carried-out to investigate the effects of different leadership styles on knowledge sharing in business organizations. As leadership dimensions; transformational, transactional, autocratic, self-leadership and laissez-faire leadership styles were analyzed. A quantitative empirical research using the survey method was adopted to see the leadership effects on KSC in the 130 enterprises from the Aegean Free Zone/Turkey. The findings of the study revealed that trust, sharing data freely, friendship and teamwork were important in knowledge sharing.

scholarly journals Leadership styles and employee knowledge sharing: Exploring the mediating role of introjected motivation

PLoS ONE ◽  
2021 ◽  
Vol 16 (9) ◽  
pp. e0257174
Author(s):  
Seemab Chaman ◽  
Sehar Zulfiqar ◽  
Sadia Shaheen ◽  
Sharjeel Saleem
Keyword(s):  
Knowledge Sharing ◽  
Leadership Styles ◽  
Time Lag ◽  
Self Determination Theory ◽  
Mediating Effect ◽  
Self Determination ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

Drawing on Social Exchange Theory and Self-Determination Theory, this study examines the impact of three leadership styles (ethical, transformational, and passive avoidant) on employee knowledge sharing. Further, this study explores the mediating effect of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Using time lag data this study employed a sample of 254 faculty members of public sector universities in Pakistan. Results supported the positive relationship between three styles of leadership and employee knowledge sharing. Moreover, our findings confirmed the mediating role of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Our study is unique, as it simultaneously examines how various styles of leadership predict introjected motivation and employee knowledge sharing. Implications along with limitations and future research directions are discussed.

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