Knowledge has no value until it is shared: an empowering leadership perceptive

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Misbah Hayat Bhatti ◽  
Umair Akram ◽  
Muhammad Hasnat Bhatti ◽  
Tabassum Riaz ◽  
Nausheen Syed
Keyword(s):  
Knowledge Sharing ◽  
No Value ◽  
Social Exchange ◽  
Organizational Level ◽  
Empowering Leadership ◽  
Content Type ◽  
Affective Trust ◽  
Individual Level ◽  
High Level ◽  
The Relationship

Purpose The effect of empowering leadership on knowledge sharing is well defined, but factors that stimulate employees for knowledge sharing are still limited. Therefore, this study aims to address to what extent empowering leadership is desirable to create a trustful and fair environment that is conducive for an employee’s knowledge sharing. Design/methodology/approach Through integration of social exchange, equity and uncertainty management theories develop a moderating mediating model that links empowering leadership to knowledge sharing. Three-wave data collection from the sample of 375 managers–subordinates’ dyads was done in Pakistan textile industries. Findings Hierarchal regression analysis and bootstrapping method were applied to test the hypotheses. The results indicate that affective trust partially mediates the relationship between empowering leadership and knowledge sharing. More especially, the findings demonstrate that the relationship between empowering leadership and knowledge sharing becomes strong with high level of distributive and procedural justices. Practical implications This research study uses empowering leadership as a proposed motivational pathway for stimulating employee’s knowledge sharing through development of affective trust and buffering effect of distributive and procedural justices. Originality/value Most of previous research in knowledge sharing just cynosure organizational-level elements like leadership and organizational justices but deteriorate individual factors like trust. Therefore, this study will combine both organizational- and individual-level factors for urging employees for knowledge sharing.

scholarly journals Customer service at altitude: effects of empowering leadership

2019 ◽  
Vol 31 (9) ◽  
pp. 3722-3741 ◽  
Author(s):  
Samuel Aryee ◽  
Tae-Yeol Kim ◽  
Qin Zhou ◽  
Seongmin Ryu
Keyword(s):  
Customer Service ◽  
Social Exchange ◽  
Customer Orientation ◽  
Service Performance ◽  
Flight Attendants ◽  
Empowering Leadership ◽  
Content Type ◽  
Individual Level ◽  
The Relationship ◽  
Thriving At Work

Purpose This paper aims to examine how team-level empowering leadership related to service performance through thriving at work and how shared organizational social exchange and customer orientation moderated the latter relationships. Design/methodology/approach The authors collected the data from 283 flight attendants and their supervisors working at a major Korean airline. Multi-level analyses were used to test the effect of empowering leadership on employee outcomes. Findings Both team-level empowering leadership and customer orientation were significantly and indirectly associated with service performance via thriving at work. Additionally, customer orientation significantly moderated the relationship between team-level empowering leadership and thriving at work such that the relationship was stronger when customer orientation was low rather than high. In addition, shared organizational social exchange augmented the influence of team-level empowering leadership on service performance but not on thriving at work. Practical implications The findings suggest that team-level empowering leadership is more effective in enhancing thriving at work of employees when their customer orientation is low rather than high. In addition, a shared high-quality organizational social exchange augments the effect of empowering leadership on employees’ service performance. Originality/value This paper provides initial evidence of the interaction of team-level empowering leadership and individual¬-level customer orientation on thriving at work and service performance. Additionally, it documents the differential augmenting effect of shared organizational social exchange on the relationship between empowering leadership and these outcomes. Collectively, the findings explain why and when team-level empowering leadership relates to service performance.

scholarly journals Supervisor Knowledge Sharing and Employee Knowledge Sharing: The Moderating Roles of Learning Goal Orientation and Affective Organizational Commitment

2021 ◽  
Vol 13 (8) ◽  
pp. 4176
Author(s):  
Seckyoung Loretta Kim
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Goal Orientation ◽  
Social Exchange ◽  
Positive Relationship ◽  
Affective Organizational Commitment ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
High Level ◽  
The Relationship

Recognizing the importance of knowledge sharing, this study adopted social learning and social exchange perspectives to understand when employees may engage in knowledge sharing. Using data collected from 192 employees in various South Korean organizations, the findings demonstrate that there is a positive relationship between supervisor knowledge sharing and employee knowledge sharing. As employees perceive a high level of supervisor knowledge sharing, they are likely to engage in knowledge sharing based on social learning and social exchange theories. Furthermore, the study explores the moderating effects of learning goal orientation and affective organizational commitment in the relationship between supervisor knowledge sharing and employee knowledge sharing. The result supports the hypothesis that the relationship between supervisor knowledge sharing and employee knowledge sharing is strengthened when there is a high level of affective organizational commitment. Employees who obtain valuable knowledge from their supervisors are likely to engage in knowledge sharing when they are emotionally attached to their organization. However, in contrast to the hypothesis, the positive relationship between supervisor knowledge sharing and employee knowledge sharing was stronger at the lower levels of learning goal orientation (LGO) than at the higher levels of LGO.

scholarly journals Expatriation, alcohol and drugs: antecedents and consequences of substance use in expatriation

2018 ◽  
Vol 6 (3/4) ◽  
pp. 316-334 ◽  
Author(s):  
Olivier Wurtz
Keyword(s):  
Substance Use ◽  
Well Being ◽  
International Experience ◽  
Organizational Level ◽  
Human Resource Managers ◽  
Content Type ◽  
Individual Level ◽  
Resource Managers ◽  
Antecedents And Consequences ◽  
High Level

PurposeExpatriation is known to be stressful. The purpose of this paper is to examine stress as an antecedent of substance use (SU) during expatriation and related effects on expatriates’ work adjustment. Moreover, the study sheds light on individual-level moderators (i.e. gender and prior international experience) and organizational-level moderators (i.e. organizational social support) that might condition the stress–SU link.Design/methodology/approachThis work adopts a quantitative survey approach. It is based on two studies, one of 205 expatriates and one of 96 expatriate–supervisor dyads. The data were collected through personal networks and with the help of multinational companies.FindingsThis research shows that stress at a medium- to high-level increases SU among male expatriates, but not among female expatriates. Expatriates with substantial prior international experience were identified as being more prone to react to stress by resorting to SU. It also provides evidence that SU to aid coping harms professional adjustment. Moreover, some implications relating to professional adjustment are discussed.Research limitations/implicationsSU was self-reported; this may have deterred users from accurately reporting their consumption levels. Moreover, convenience samples have been used. Preventive actions limiting SU, such as well-being programs, could be sponsored by local human resource managers in order to limit this phenomenon.Originality/valueThis work is one of the first to analyze SU among expatriates. It shows that some expatriates are more at risk than others of resorting to such use to cope with the hardships of expatriation.

Transformation leadership and creativity

2019 ◽  
Vol 48 (5) ◽  
pp. 1082-1099 ◽  
Author(s):  
Jaithen Abdullah Al Harbi ◽  
Saud Alarifi ◽  
Aissa Mosbah
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Positive Relationship ◽  
Organizational Innovation ◽  
Sampling Technique ◽  
Organizational Level ◽  
Content Type ◽  
Significant Positive Relationship ◽  
Individual Level ◽  
The Relationship

Purpose The purpose of this paper is to examine empirically the effect of transformational leadership on followers’ inventiveness and organizational innovation. It studies transformational leadership and innovation at the organizational level and creativity at the individual level. Design/methodology/approach A theoretical model was created, which entailed the development of variables and hypotheses. A survey instrument was used to obtain data, through a self-completion questionnaire. The final sample was made up of 503 individuals, recruited using a random sampling technique. Findings The results showed that transformational leadership has a significant positive relationship with both followers’ creativity and organizational innovation. Furthermore, a significant positive relationship was found between followers’ creativity and organizational innovation. In addition, the relationship between transformational leadership and followers’ creativity, through the mediating role of employees’ psychological empowerment, support for innovation, workplace relationships and employee learning, was also found to be both positive and significant. However, the data showed that intrinsic motivation does not significantly affect the relationship between transformational leadership and creativity. Practical implications The study provides guidance to organizations that need to change their leadership style and approach, as well as their innovation and creativity mechanisms, at a strategic level. The resulting guidance provides organizations with insight into how they can improve the creativity of their employees through motivating, supporting and inspiring them. Originality/value This study is an attempt to illustrate the extent to which transformational leadership can affect organizational innovation in Saudi Arabia, specifically in the public sector, and to explore how employees’ creativity can be improved. This research is beneficial for academics, organizations and policy makers, especially in the Gulf countries.

“Too much of a good thing?”: exploring the dark side of empowering leadership by linking it with unethical pro-organizational behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xue Zhang ◽  
Guyang Tian ◽  
Chao Ma ◽  
Yezhuang Tian ◽  
Zhongqiu Li ◽  
...  
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Survey Study ◽  
Dark Side ◽  
Empowering Leadership ◽  
Content Type ◽  
Indirect Relationship ◽  
The Impact ◽  
The Relationship

PurposeGrounded in social exchange theory (SET), the purpose of this paper is to examine the relationship between empowering leadership and unethical pro-organizational behavior (UPB), as mediated by duty orientation (including duty to members, duty to mission and duty to codes). Further, this study proposes that perceived leader expediency moderates indirectly between empowering leadership and UPB.Design/methodology/approachThis paper tests this social exchange model across a survey study using time-lagged data collections from 215 employees of a service company in China.FindingsThe results show that duty orientation mediates the relationship between empowering leadership and UPB. In addition, perceived leader expediency moderates the indirect relationship between empowering leadership and UPB through duty orientation (i.e. duty to members and duty to missions).Originality/valueThis research aids in understanding the impact of empowering leadership on follower outcomes by investigating the dark side of empowering leadership and examining the relationships between empowering leadership, duty orientation and UPB. The present study also challenges the notion that the phrase “the greater the empowerment, the better the outcomes” suggests that organizations should offer a conditional approach to the empowerment of followers by their leaders.

scholarly journals A Research on the Relationship between Knowledge Sharing and Employee Performance: The Moderating Role of Unethical Behaviors in Organizational Level

2016 ◽  
Vol 12 (4) ◽  
pp. 335 ◽  
Author(s):  
Yasin Aksoy ◽  
Evren Ayranci ◽  
Ebru Gozukara
Keyword(s):  
Knowledge Sharing ◽  
Positive Impact ◽  
Employee Performance ◽  
Organizational Level ◽  
Individual Level ◽  
The Public ◽  
Technological Advances ◽  
Unethical Behaviors ◽  
The Relationship

Technological advances in the 21st century raise the importance of the process of accessing and evaluating knowledge. Knowledge sharing is important in individual level as much as is in organizational level. Effective knowledge sharing among the members of an organization makes a positive impact on the realization of goals set by the organization. Knowledge sharing positively affects the performance of the employees who work to reach these goals. Moreover, in the study behaviors of the individuals communicating during the knowledge sharing process are classified as ethical and unethical. Increase in unethical behaviors decrease the effect of knowledge sharing on the employee performance. Unethical behaviors in an organization are classified as behaviors against shareholders, clients, suppliers, employees as well as against the public. This study examines the role of unethical behaviors on the effect of knowledge sharing on the employee performance in the organizational level.

Does emotional intelligence and empowering leadership affect psychological empowerment and work engagement?

2020 ◽  
Vol 41 (8) ◽  
pp. 971-991
Author(s):  
Saad M. Alotaibi ◽  
Muslim Amin ◽  
Jonathan Winterton
Keyword(s):  
Emotional Intelligence ◽  
Work Engagement ◽  
Psychological Empowerment ◽  
Staff Nurses ◽  
Empowering Leadership ◽  
Private Hospitals ◽  
Content Type ◽  
High Level ◽  
The Relationship

PurposeThe objective of this study is to investigate the role of emotional intelligence and empowering leadership in enhancing psychological empowerment and work engagement in private hospitals.Design/methodology/approachA total of 500 questionnaires were distributed to staff nurses at five private hospitals in Riyadh, Saudi Arabia, 100 questionnaires to each hospital, with an achieved response rate of 34.8%.FindingsThe results show statistically significant positive relationships between emotional intelligence, empowering leadership, psychological empowerment and work engagement. The relationship between emotional intelligence and work engagement and psychological empowerment and work engagement were not significant.Research limitations/implicationsThe study found that employees who have a high level of emotional intelligence and the positive stimulus of empowering leadership demonstrate enhanced psychological empowerment and work engagement.Practical implicationsA better understanding of the role of EI and EL in enhancing psychological empowerment and work engagement could help hospitals reduce turnover among nurses and improve their relationships with patients, as well as maintaining competitive advantage.Originality/valueThe study provides evidence to support the effect of EI on empowering leadership, psychological empowerment and work engagement in private hospitals.

A study of employees at SMEs in Jordan shows employee engagement fully mediates the relationship between HPWS and employee creativity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Employee Engagement ◽  
High Performance ◽  
Organizational Innovation ◽  
Vital Role ◽  
Organizational Level ◽  
Causal Mechanism ◽  
Employee Creativity ◽  
Content Type ◽  
Individual Level ◽  
The Relationship

Purpose The author said his study suggested a unique mechanism for the link between HPWS and organizational innovation and also filled a gap in existing research. Previous studies have tended to concentrate on outcomes at the organizational level rather than individual level. Design/methodology/approach The author sent the questionnaire to employees at R&D centers, where employees are expected to produce a lot of creative ideas. Each organization in the study had a maximum of three employees responsible for R&D. In total, 272 complete questionnaires were collected from 159 SMEs in Amman, in Jordan. Findings The study confirmed that employee engagement fully mediates the relationship between HPWS (high-performance work systems) and employee creativity. Results showed it accounted for 69.5% of the variance. The author of the report also revealed that perspective-taking also moderated the relationship between HPWS and employee engagement, and employee creativity predicted organizational innovation to moderate levels. Originality/value The positive results of the study have theoretical implications, the author argues. It proposed a causal mechanism of mediation, which was an original contribution. And it also focused on individuals, whereas other studies have tended to concentrate on outcomes at the organizational level. Management must also take into account the vital role HPWS play in shaping creativity and engagement. On the other hand, training can’t be offered for the sake of it, but in order to influence the employee’s view of the organization.

Empowering group leaders encourages knowledge sharing: integrating the social exchange theory and positive organizational behavior perspective

2017 ◽  
Vol 21 (2) ◽  
pp. 474-491 ◽  
Author(s):  
Wei-Li Wu ◽  
Yi-Chih Lee
Keyword(s):  
Organizational Behavior ◽  
Knowledge Sharing ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Capital ◽  
Work Group ◽  
Group Leaders ◽  
Empowering Leadership ◽  
Content Type ◽  
Positive Leadership

Purpose Knowledge sharing usually happens in a work group context, but it is rarely know how group leaders influence their members’ knowledge-sharing performance. Based on social exchange theory (SET) and the perspective of positive organizational behavior (POB), this study aims to argue that a group leader’s positive leadership (e.g. empowering leadership) can help group members develop positive psychological capital which can increase their knowledge sharing. Design/methodology/approach The authors conduct a multilevel analysis to explore the interrelationship among empowering leadership, psychological capital and knowledge sharing. The sample includes 64 work groups consisting of 537 group members, and empirical testing is carried out by hierarchical linear modeling. Findings The results show that empowering leadership in a work group has a direct cross-level impact on members’ knowledge sharing and that psychological capital partially mediates the relationship between empowering leadership and knowledge sharing. As a result, this study shows that group leaders with positive leadership can help their members develop better positive psychological resources, which should lead to better knowledge sharing. Originality/value Based on the multilevel perspective and SET, this is the first study to explore how group leaders’ empowering leadership influences members’knowledge sharing. Depending on integrating the POB perspective into SET, this study is also the first one that connects two emerging and important research issues – POB and knowledge sharing.

It is more blessed to give than to receive: examining the impact of knowledge sharing on sharers and recipients

2018 ◽  
Vol 22 (1) ◽  
pp. 76-91 ◽  
Author(s):  
Yu-Qian Zhu ◽  
Holly Chiu ◽  
Eduardo Jorge Infante Holguin-Veras
Keyword(s):  
Knowledge Sharing ◽  
Learning Theory ◽  
Active Role ◽  
Organizational Level ◽  
Learning Activity ◽  
Theoretical Argument ◽  
Content Type ◽  
Individual Level ◽  
Conventional View ◽  
The Impact

Purpose This study aims to debunk the myth that knowledge sharing will harm one’s competiveness, and argues, from the learning theory perspective, that sharing knowledge benefits both knowledge sharers and knowledge recipients. Design/methodology/approach Survey data were collected from 233 respondents across a variety of industries in Taiwan and the data were analyzed using Partial Least Squares analysis. Findings The results showed that both knowledge sharers and knowledge recipients benefitted from knowledge sharing, developing deeper and wider knowledge, leading to better performance, and that the benefits were greater for the knowledge sharers. Practical Implications It is suggested that managers advocate knowledge sharing as a learning activity for both knowledge sharers and knowledge recipients. Regular knowledge sharing activities are advised, with knowledge sharers engaged fully in active learning, and knowledge recipients encouraged to take a more active role, by not only listening but also starting to share themselves. Originality/value This research adds to the knowledge management literature by investigating the results of knowledge sharing for both the sharer and recipient through a learning theory lens. It challenges the conventional view that employees will be worse off if they share knowledge, and debunks it with theoretical argument and empirical evidence. It offers insights into the impact on knowledge breadth and depth at the individual level, which was previously only studied at the organizational level.

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