Does servant leadership affect work role performance via knowledge sharing and psychological empowerment?

Tripathi, Divya; Priyadarshi, Pushpendra; Kumar, Pankaj; Kumar, Sushil

doi:10.1108/vjikms-10-2019-0159

Cited by 38 publications

(55 citation statements)

References 78 publications

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“…Similarly, Kim and Park [98] also found a positive relationship between transformational leadership and knowledge sharing. Additionally, Tripathi et al [99] report similar findings to Shafi et al [100], who investigated the relationship between servant leaders and knowledge sharing and found a positive association. Some researchers have discovered, however, that leaders can operate as a barrier to knowledge sharing.…”

Section: Leadershipsupporting

confidence: 56%

Towards Sustainable Knowledge Sharing Practices: An Analysis of Organizational Level Enablers

et al. 2021

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Sustainable management activities focus on creating efficiencies and value for organizations. Scholars advocate that evaluating and enabling appropriate management interventions can pave the way for future competitive advantage and sustainability. Knowledge management is regarded as a key organizational resource and a means of gaining a sustainable competitive advantage. This is especially important in high-tech service organizations, which are under increasing pressure to capture, process and share knowledge efficiently. While much work has been conducted to advance our knowledge on good practices, there is a dearth of empirical evidence relating to organizational level enablers for knowledge sharing. We advocate that creating the conditions conducive to knowledge sharing influences an organization’s ability to sustain a long-term competitive advantage. Therefore, this current study extends the literature on knowledge management by exploring the questions of whether and how key organizational factors impact knowledge sharing, focusing on the role of trust, communication, reward systems and leadership. To do this, we analyzed prior work and generated hypotheses relating to relevant enablers. We then operationalized these constructs via a structured data collection instrument, which consisted of 27 measurable items. Empirical data were collected from 104 team members in a high-tech service organization in Ireland. Data were analyzed using a quantitative approach, and descriptive statistics, correlations and regression analyses are presented. Our research offers a persuasive body of evidence supporting the notion that trust, communication, reward systems, and leadership strongly impact knowledge sharing in organizations. Specifically, the findings reveal that employees are more willing to share their personal knowledge with those they trust, and carefully designed communication systems can enable knowledge sharing. Reward systems play an important role in affecting employees’ motivation to share knowledge, while empowering leadership and participatory leadership are two main drivers in promoting knowledge sharing. This research addresses a relatively unexplored area, has implications for sustainable management practices relating to organizational design and provides ideas for future research studies.

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Section: Leadershipsupporting

confidence: 56%

Towards Sustainable Knowledge Sharing Practices: An Analysis of Organizational Level Enablers

et al. 2021

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“…POS, which can be interpreted as employees' perceptions of organizational care and appreciation for their contributions (Eisenberger et al 1986), had been proven to have a positive effect on knowledge sharing (Cugueró-Escofet et al 2019). On the other hand, servant leadership as a context for more minor interactions was also confirmed to positively affect knowledge sharing (Kadarusman & Bunyamin 2021, Tripathi et al 2020). Besides, previous research showed the role of organizational citizenship behavior (OCB) in the relationship between POS, servant leadership, and knowledge sharing.…”

Section: Introductionmentioning

confidence: 91%

“…It is not surprising then that many research results confirm the positive influence of knowledge sharing on public sector organizations. Knowledge sharing is thought to be positively related to individual work performance (Tripathi et al 2020), innovative work behavior (Khorakian et al 2019), and organizational innovation (Al-Husseini & Elbeltagi 2018).…”

Section: Introductionmentioning

confidence: 99%

The Antecedents of Knowledge Sharing in Public Sector

Ahmadi¹,

Rachmawati²

2021

Proceedings of the 18th International Symposium on Management (INSYMA 2021)

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Knowledge sharing takes part in supporting the era of society 5.0. This study aims to investigate the role of perceived organizational support (POS), servant leadership, and organizational citizenship behavior (OCB) as the antecedents of knowledge sharing. The data were collected via an online questionnaire from 225 public sector employees in Indonesia. Structural equation modeling results indicate that OCB has a significant positive effect on knowledge sharing while also fully mediated POS and servant leadership's effect on knowledge sharing. However, no significant direct effect was found between POS and servant leadership on knowledge sharing. This paper's findings contribute to the establishment of knowledge sharing's antecedents' concept, especially in the public sector. Furthermore, this paper responds to the call for additional research concerning the consequences of OCB in the public sector.

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“…Essa sensação de estar no controle do trabalho traz inúmeros efeitos positivos, como melhoria do desempenho (Tripathi et al, 2020), cidadania organizacional (Newman et al, 2017), criatividade (X. Zhang & Bartol, 2010) e comportamento inovador (Khan et al, 2021).…”

Section: Liderança Servidora Empoderamento Psicológico E Comportamento Inovador No Trabalhounclassified

“…Em suma, a liderança servidora parece ter o potencial de influenciar positivamente o empoderamento psicológico, bem como o comportamento dos funcionários (Tripathi et al, 2020). Além disso, diversos estudos identificaram que a liderança servidora esteve positivamente associada ao empoderamento psicológico (Khan et al, 2021;Tripathi et al, 2020;Yang et al, 2019), inclusive no setor público (Allen et al, 2018). No contexto das evidências teóricas e empíricas discutidas, hipotetiza-se que:…”

Section: Liderança Servidora Empoderamento Psicológico E Comportamento Inovador No Trabalhounclassified

Efeitos Da Liderança Servidora E Empreendedora No Fomento Da Inovação No Setor Público

Campos¹

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This study examines the associations of servant leadership and entrepreneurial leadership with innovative behavior in the context of the public sector. Furthermore, it was verified whether the relationships are mediated by psychological empowerment and engagement, respectively. The core of the hypothesis is that these leadership styles help employees to be more engaged, psychologically empowered and innovative. To test the hypotheses, partial least squares structural equation modeling was applied with data from a sample of 135 public servants from the Courts of Auditors from 14 Brazilian states, obtained through an electronic questionnaire. To estimate and remove the common method bias, a marker variable technique is used. The results demonstrate that the effects of servant leadership on innovative behavior are fully mediated by psychological empowerment. Furthermore, the results show that entrepreneurial leadership has a direct and positive association with innovative behavior, so that these effects are partially mediated by engagement. The study contributes to the understanding of the effects of servant and entrepreneurial leadership, as well as individual attributes, in fostering innovation in the public sector. Finally, contributions to management theory and practice are discussed.

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Does servant leadership affect work role performance via knowledge sharing and psychological empowerment?

Cited by 38 publications

References 78 publications

Towards Sustainable Knowledge Sharing Practices: An Analysis of Organizational Level Enablers

Towards Sustainable Knowledge Sharing Practices: An Analysis of Organizational Level Enablers

The Antecedents of Knowledge Sharing in Public Sector

Efeitos Da Liderança Servidora E Empreendedora No Fomento Da Inovação No Setor Público

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