Effect of employees’ work engagement and knowledge sharing as mediators of empowering leadership and innovative work behaviour

Abstract

Purpose The purpose of this paper is to explore the influences of work engagement and knowledge sharing as mediators of empowering leadership and innovative work behaviour. Design/methodology/approach A cross-sectional design study was used, and questionnaires were submitted to 385 engineers to test the proposed relationships. AMOS 21 and PROCESS macro 3.1 were used for statistical analysis. Findings The results revealed that work engagement and knowledge sharing were partially mediated by empowering leadership and innovative work behaviour. Practical implications The results of the study can be used by leaders for promoting and supporting innovative work behaviour in the organisation. Moreover, employees should be supported and enhanced to learn continuously under the consultation of the leaders. Originality/value The findings contribute to the literature on empowering leadership and innovative work behaviour by highlighting that work engagement and knowledge sharing act as mediators to empower leadership and enhance innovative work behaviour.

Rewards and knowledge sharing in the CoPS development context: the moderating role of transformational leadership

“…TKS refers to sharing project-related experience and know-how knowledge in an individual’s brain which is valuable, inimitable and specific to the individual (Nonaka, 1994). Studies have suggested the favorable outcomes of KS, such as improving individual innovative behavior (Vandavasi et al , 2020; Nan and Arunyaphum, 2021) and organizational performance (Oyemomi et al , 2016). Accordingly, scholars have also investigated antecedents of KS, such as personality traits (Zhang et al , 2022), personal power (Issac et al , 2022), individual motivations (Nguyen et al , 2019) and leadership (Nan and Arunyaphum, 2021; Lei et al , 2021a).…”

Knowledge Sharing in Organization: Increasing Job Performance through Absorptive Capacity and Transformational Leadership

“…According to Zhang et al (2019), knowledge sharing is a crucial component which existence must be maintained in the work environment. The aim of knowledge sharing is to ease employees in creating new knowledge, which will be useful for improving their performance (Na-Nan & Arunyaphum, 2021;Otair et al, 2022). Additionally, it is considered that information sharing can solve individual problems in organizational environment (Saaed et al, 2020) Knowledge sharing is predicted to be able to mediate the relationship between absorptive capacity and job performance (Chang et al, 2018).…”

“…According to Dwivedi et al (2020), knowledge is seen as an organizational resource and asset to achieve their goals. Knowledge sharing thus become one of the factors that lead individuals to be able to complete certain tasks and increase their effectiveness (Dwivedi et al, 2020;Na-Nan & Arunyaphum, 2021;Zhang et al, 2019).…”

Enablers of knowledge sharing for organizational sustainability: proposing a conceptual framework

“…From the management viewpoint, the study helps in developing the understanding and practice of encouraging KS in organizations. This study has identified different enablers effectively for infusing and encouraging KS to develop organizational strategies which enable and foster KS, creativity, innovation and sustainability in organizations (Na-Nan and Arunyaphum, 2021) as illustrated in Figure 3. At the individual level, factors like cooperative behavior, self-efficacy and T-shaped skills are studied (Kim and Yun, 2015; Kushwaha and Rao, 2015).…”