Knowledge sharing through empowering leadership: the roles of psychological empowerment and learning goal orientation

Abstract

Purpose

Knowledge sharing has become necessary for organizations as it is a source of competitive advantage. Therefore, this study aims to investigate how empowering leadership through psychological empowerment encourages employees’ knowledge-sharing (KS) behavior. This study further explores the moderating role of learning goal orientation (LGO) between psychological empowerment and KS behavior.

Design/methodology/approach

This study collected data from 423 employees working in manufacturing and service organizations in two waves on convenience basis to tackle common method variance. The data were analyzed through structural equation modeling.

Findings

The results revealed that empowering leadership helps employees modify their KS behavior both directly and indirectly in the presence of psychological empowerment. Moreover, individuals high in LGO are more likely to involve in KS behavior when psychologically empowered.

Research limitations/implications

This study used a cross-sectional design and suggests management focus on their working environment to enhance knowledge sharing among employees, which is possible through empowering leaders. The study further suggests management not ignore individual attributes during recruitment.

Originality/value

Drawing upon job characteristics model and social exchange theory, this study explores the mediating role of psychological empowerment between empowering leadership and KS behavior and the moderating role of LGO on the association between psychological empowerment and KS behavior.