Leadership Style and Behaviour, Employee Knowledge- Sharing and Innovation Probability

2016 ◽  
pp. 179-196
Author(s):  
Maura Sheehan
Keyword(s):  
Knowledge Sharing ◽  
Leadership Style

Transformational leadership and employee creativity

2015 ◽  
Vol 53 (5) ◽  
pp. 894-910 ◽  
Author(s):  
Swati Mittal ◽  
Rajib Lochan Dhar
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
High Performance ◽  
Hierarchical Regression ◽  
Medium Size ◽  
Employee Creativity ◽  
Content Type ◽  
Managerial Implications ◽  
Transformational Leadership Style

Purpose – Among the different styles of leadership, transformational leadership has gained most attention from organisational researchers and academics. Although transformational leadership and its work-associated outcomes have been examined in previous literature, only a small number of studies highlighted the role of transformational leadership style in fostering employee creativity, mediated through their creative self-efficacy (CSE) in the context of Indian organisations. The purpose of this paper is to observe the effect of transformational leadership on employee creativity in small and medium sized IT companies, where CSE is proposed as a mediator and knowledge sharing as a moderator through which a transformational leader tends to influence the creativity of the employees. Design/methodology/approach – Data were gathered from 348 manager-employee dyads of small and medium size IT companies operating in India. They replied to questions about their leader’s transformational leadership style, employee CSE, knowledge sharing and creativity. Findings – Findings of the present study, derived from a hierarchical regression analysis, using the data of 348 manager-employee dyads from Indian IT SMEs professionals, revealed that CSE mediates the relation between transformational leadership and employee creativity. In addition, knowledge sharing acts as a moderator for CSE and employee creativity. Research limitations/implications – A sample size is one probable limitation of the study. Another limitation of the study is that factors used for the survey were self-reported by the respondents. Self-reporting may not always produce reliable and accurate response. Practical implications – Based on the results, this study presents strong theoretical and managerial implications that can be used by IT organisations to evaluate the consequence of transformational leadership on employee creativity. Through transformational leadership style, leader can develop CSE and employee creativity to do things in a better way and develop knowledge sharing in employees for high performance. Therefore, the IT industry need to understand that creativity is one of the approaches to attaining and sustaining competitive advantage. In addition, it is important for them to find out more about the relation between transformational leadership, CSE and employee creativity. Originality/value – The study adds to the existing literature by illuminating the process through which transformational leadership has a significant effect on fostering CSE and employee creativity.

scholarly journals A link between knowledge sharing and managers’ characteristics

2018 ◽  
Vol 39 (8) ◽  
pp. 1024-1036 ◽  
Author(s):  
Jana Matošková ◽  
Lucie Macurová ◽  
Lucie Tomancová
Keyword(s):  
Knowledge Sharing ◽  
Leadership Style ◽  
Principal Axis ◽  
Empirical Work ◽  
Positive Association ◽  
Significant Positive Association ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship ◽  
Principal Axis Factor

Purpose The purpose of this paper is to examine whether and to what extent knowledge-oriented leadership (KOL) is associated with knowledge sharing (KS) in an organization as well as the dimensions of this leadership style. Design/methodology/approach Opinion-based questionnaires were applied in the study. A principal axis factor analysis was conducted to find the main factors in KOL (n=236). The relationship between KS and KOL was tested with Pearson’s correlation coefficient method. Findings The findings support the importance of high-quality leader–member exchange for KS because KOL had a strong significant positive association with the extent of KS in the organization (n=96, r=0.521). The principal axis factor suggested three factors, all of which were moderately significantly related to KS: the perceived support from the superior, enough time for KS and information flow from the superior. Research limitations/implications The research design in this study was cross-sectional. Thus, the interpretations of the cause–effect relationship among the variables could not be determined. Furthermore, the findings should be confirmed using a larger sample. Practical implications The study indicates that if innovativeness and the use of human capital are important for an organization’s competitive ability, it is vital to train managers to be able to apply KOL. Originality/value Few studies have addressed the relationship between leadership and KS. Hence, this study contributes to a better understanding of the relation between KS and KOL style. Additionally, KOL is probably a multidimensional construct, but little empirical work has been done to explore it.

INNOVATION AND KNOWLEDGE SHARING OF SME IN AN EMERGING ECONOMY; THE MODERATING EFFECT OF TRANSFORMATIONAL LEADERSHIP STYLE

2019 ◽  
Vol 24 (04) ◽  
pp. 2050034
Author(s):  
SAMUEL AFRIYIE ◽  
JIANGUO DU ◽  
ABDUL-AZIZ IBN MUSAH
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
Service Sector ◽  
Moderating Effect ◽  
Validity Of Results ◽  
Transformational Leadership Style ◽  
Entrepreneurial Activities ◽  
Key Aspects ◽  
The Impact

Enriching the literature on innovation and knowledge management, this paper examines the impact of various types of innovation (product, process, marketing, and organization) on the knowledge sharing of SMEs through transformational leadership. A total of 437 samples were collected from SMEs owners/managers in the service sector of a developing economy through a quantitative method. The data were analyzed using a SMART PLS-SEM. The findings confirmed the hypotheses that innovation have a significant influence on knowledge sharing; whiles as transformational leadership had a non-moderating effect. Besides consolidating the existing theory on the importance of innovation for explaining a variation in knowledge sharing activities, the findings also inform SMEs and policymakers to be cautious of implementing transformational leadership style as it may have a non-moderating impact in today’s entrepreneurial activities. Finally, we believe that this study will provide researchers with some key aspects to explore in this area of study and encourage applications of objective and subjective measures to improve the validity of results.

scholarly journals Testing knowledge sharing effectiveness: trust, motivation, leadership style, workplace spirituality and social network embedded model

2015 ◽  
Vol 10 (4) ◽  
pp. 284-303 ◽  
Author(s):  
Muhammad Sabbir Rahman ◽  
AAhad M. Osman-Gani ◽  
Md. Abdul Momen ◽  
Nazrul Islam
Keyword(s):  
Social Network ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
Structural Equation ◽  
Academic Staff ◽  
Workplace Spirituality ◽  
Higher Learning ◽  
Equation Modeling ◽  
Mediating Role ◽  
Learning Institutions

AbstractThe aim of this inquiry is to investigate the relationships among the antecedents of knowledge sharing effectiveness under the position of non-academic staff of higher learning institutions through an empirical test of a conceptual model consisting of trust, extrinsic and intrinsic motivation, leadership style, workplace spirituality and online social network. This study used the respondents from the non-academic staff of higher learning institutions in Malaysia (n = 200), utilizing a self-administered survey questionnaire. The structural equation modeling approach was used to test the proposed hypotheses. The outcomes indicate that all the antecedents play a substantial function in knowledge sharing effectiveness. In addition, perceived risk plays a mediating role between trust and knowledge sharing effectiveness. On the other hand, this research also proved the communication skill also plays a mediating role between leadership style and knowledge sharing effectiveness. This study contributes to pioneering empirical findings on knowledge sharing literature under the scope of the non-academic staff perspective.

How Transformational Leadership Influences the Knowledge-Sharing Process

2021 ◽  
Vol 17 (2) ◽  
pp. 50-71
Author(s):  
Ayesha Naeem ◽  
Rab Nawaz Lodhi ◽  
Aman Ullah
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Social Exchange ◽  
Leadership Style ◽  
Structural Equation ◽  
Mediation Effects ◽  
Leaders And Followers ◽  
Transformational Leadership Style ◽  
Using Data ◽  
The Relationship

This study aims to investigate the mediating effects of both affect-based and cognition-based trust on the relationship between using a transformational leadership style and the effectiveness of followers' knowledge sharing processes (i.e., knowledge donating and knowledge collecting). Using data collected from 287 employees at 32 pharmaceutical companies in Pakistan, the structural equation modelling (SEM) technique was utilised to analyse the hypothesised relationships. The results showed that leaders with a transformational leadership style directly affect their followers' knowledge donating and knowledge collecting processes. In addition, affect-based trust was found to fully mediate the relationships between transformational leadership and followers' knowledge donating and knowledge collecting processes, while cognition-based trust produced insignificant mediation effects. From a social exchange perspective, these findings demonstrate the importance of focusing on building affect-based trust between leaders and followers in order to develop transformational leadership that could positively influence the knowledge sharing process.

Visionary leadership and employee creativity in China

2018 ◽  
Vol 39 (1) ◽  
pp. 93-105 ◽  
Author(s):  
Lulu Zhou ◽  
Shuming Zhao ◽  
Feng Tian ◽  
Xufan Zhang ◽  
Stephen Chen
Keyword(s):  
Knowledge Sharing ◽  
Goal Orientation ◽  
Leadership Style ◽  
Employee Performance ◽  
Goal Orientations ◽  
Visionary Leadership ◽  
High Tech ◽  
Employee Creativity ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to explore how visionary leadership influences employees’ creativity in R&D teams in China, and the role of employee knowledge sharing and goal orientation. Design/methodology/approach A survey was conducted on 331 professional technical engineers in R&D departments of 62 high-tech corporations in China. Hierarchical regression was used to model the relationships between visionary leadership style, employee goal orientations, knowledge sharing and employee creativity. Findings The results show that visionary leadership is positively associated with employee creativity in Chinese organizations and the relationship is positively mediated by employee knowledge sharing. Furthermore, employee “learning goal” orientation strengthens the relationship between visionary leadership and employee knowledge sharing, whereas employee “performance-avoid goal” orientation weakens the relationship between visionary leadership and employee knowledge sharing. Originality/value This study contributes to the literature on the effects of leadership on employee creativity by showing that, contrary to western organizations, where a less directive leadership style is generally recommended to enhance employee creativity, in Chinese organizations, visionary leadership is positively associated with employee creativity, but the effect is contingent on employees’ goal orientations and knowledge sharing.

scholarly journals A Study on the Effects of Authentic Leadership on Psychological Capital and Knowledge Sharing in China Association for NGO Cooperation

2015 ◽  
Vol 65 (s2) ◽  
pp. 115-129 ◽  
Author(s):  
Lu Mingyuan ◽  
Li Geng
Keyword(s):  
Knowledge Sharing ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Psychological Capital ◽  
Business Success ◽  
Success Factor ◽  
Non Profit ◽  
Retrieval Rate ◽  
Practical Operation ◽  
Non Profit Organizations

Regardless of public sectors, private enterprises, or non-profit organizations, breach of good faith and violation of regulation are emerging endlessly in past years. A genuine and honest leader is a key success factor in maintaining organizational running. Authentic leadership is regarded as the foundation of business success. An authentic leader applies positive morality and has the highmorality and value behaviors and languages be the paradigm. It is considered in this study that a non-profit organization could effectively affect the first-line administrators and organizational volunteers, through a leader’s authentic leadership style, transform the degree of psychological capital and knowledge sharing intention and further enhance the operating performance of the non-profit organization. The leaders and administrators in China Association for NGO Cooperation, as the research samples, are distributed the questionnaires, and 428 valid copies are retrieved, with the retrieval rate 71%. The research results are summarized as following. 1. Authentic leadership shows significant correlations with psychological capital. 2. Psychological capital reveals remarkable correlations with knowledge sharing. 3. Authentic leadership presents notable correlations with knowledge sharing. 4. Psychological capital appears mediating effects on the relation between authentic leadership and knowledge sharing. This study intends to discuss whether authentic leaders in non-profit organizations could enhance the employees willing to actively share knowledge through psychological capital, provide reference opinions for the practical operation of non-profit organizations, and propose suggestions for possible directions.

Relationship between Organizational Culture and Knowledge Sharing: A Study of University Librarians

Libri ◽  
2020 ◽  
Vol 70 (2) ◽  
pp. 143-156
Author(s):  
Shamshad Ahmed ◽  
Asma Ashraf ◽  
Arslan Sheikh
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
Organizational Support ◽  
Quantitative Research ◽  
Pearson Correlation ◽  
Academic Library ◽  
Employees Satisfaction ◽  
Pearson Correlation Test ◽  
Study Participants

AbstractThis paper aims to examine how librarians construe organizational culture based on employees’ satisfaction, good leadership, and organizational support with knowledge sharing practices relationships. The quantitative research method, using a structured questionnaire comprised of three constructs of Organizational Culture (OC), including employees’ satisfaction, good leadership, and organizational support, and six constructs of Knowledge Sharing (KS) (innovation, collaboration, communication channel, trust, loyalty, and ethics), was considered as the most suitable for this study. Correlation research design and Pearson correlation test were used for examining the relationships between OC and KS with respect to academic librarians. The findings disclosed significant relationships between OC and KS among the study participants. Organizational support followed by good leadership style and employees’ satisfaction are the strong predictors of knowledge sharing practices in the context of this study. This study has some practical implications for academic library administrators to consider the role of effective organizational culture in promoting knowledge sharing practices among LIS professionals. This paper is the first attempt to explore the relationship between OC and KS in library perspective.

scholarly journals A STUDY ON THE INFLUENCE OF SPIRITUAL LEADERSHIP ON KNOWLEDGE SHARING BEHAVIOR WITHIN TELECOMMUNICATION INDUSTRY IN MALAYSIA

2019 ◽  
Vol 7 (1) ◽  
pp. 87-98
Author(s):  
Nur Kamariah Bt Abdul Wahid ◽  
Norizah Bt Mohd Mustamil ◽  
Nur Fariza Bt Mustaffa
Keyword(s):  
Knowledge Sharing ◽  
Leadership Style ◽  
Model Development ◽  
Spiritual Leadership ◽  
Research Problem ◽  
Telecommunication Industry ◽  
Leadership Model ◽  
Knowledge Sharing Behavior ◽  
Islamic Leadership ◽  
Sharing Behavior

Purpose of Study: This paper aims to explore the ability of telecommunication industry in Malaysia engaged in managing those unexpected events by studying the leadership ability based on spiritual leadership to optimize the potentials of their human resources’ knowledge and experiences as part and parcel of competitive advantage in meeting the challenges brought by the competition within the industry. Methodology: The present study is exploring the outcome of such areas through a combination of both qualitative and quantitative perspective methods, to provide with empirical evidence for the research problem, and also to help answer questions that cannot be answered by qualitative or quantitative approaches alone. The Exploratory Sequential Design as in model development has been selected for this study for no specificity of guiding framework to begin with as it integrates diverse areas within spiritual leadership and knowledge sharing behavior with integration to islamic leadership model, that require to begin with qualitative exploration. Main Findings: The present paper is based on the mixed method findings of such leadership style in creating the values within the workplace that able to ignite the inner-sense among the employees to feel the conscience and compassion to share knowledge beyond conventional motivational factors as in rewards, power, and relationships, aligned to the Islamic leadership model perspective. Implications/Applications: The present study will definitely help in analyzing the influence of spiritual leadership on the knowledge sharing behaviuor within the telecommunication industry of a nation. This study will also contribute to the agenda of KSB within telecommunication industry in Malaysia, by including the exploration on SL as the construct for the leadership style, so that individual employees would be motivated to share knowledge by positioning it within the context of Islamic leadership model.

The impact of ethical leadership on project success: the mediating role of trust and knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sabeen Hussain Bhatti ◽  
Saifullah Khalid Kiyani ◽  
Scott B. Dust ◽  
Ramsha Zakariya
Keyword(s):  
Knowledge Sharing ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Project Success ◽  
Project Managers ◽  
Project Team ◽  
Project Teams ◽  
Equation Modeling ◽  
Content Type ◽  
Team Members

PurposeAlthough the use of project teams is on the rise, there is a limited understanding of how project managers can ensure project team success. Research to date is relatively broad and does not pinpoint how and why leadership influences success in a project team context. Along these lines, we draw from social learning theory to illustrate that ethical leadership influences project success through leader trust and knowledge sharing.Design/methodology/approachWe collected data from 175 project team members from the information technology and software industry to evaluate our hypotheses. The results were analyzed using structural equation modeling.FindingsOur findings support our hypotheses, illustrating that ethical leadership is related to leader trust and knowledge sharing, and that leader trust and knowledge sharing mediate the relationship between ethical leadership and project success.Research limitations/implicationsOur work illustrates that the behaviors inherent in ethical leadership may be particularly well-suited for these project team challenges. Ethical leaders help team members understand that project success is possible when team members are transparent with one another, discussing their goals and challenges, and then working together to ensure their actions are coordinated in a way that increases the success of the overall project.Practical implicationsFor those in industries or organizations where project teams are commonly used, our study may help to attract, select, and retain project managers that exhibit ethical leadership tendencies. Project managers are likely to be attracted to settings that align with their leadership style. Thus, organizations could focus on developing a culture that focuses on process over results.Originality/valueWe sought to align with the contingency approach to leadership, which suggests that the ideal leadership style depends on the followers, and the context in which the leader and followers interact. Specifically, we investigate ethical leadership as an ideal approach for project managers influencing members of their project teams. Our study demonstrates how ethical leadership is an ideal, context-specific approach that project managers can apply to increase the chances of project success.

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