It’s a knowledge centric world! Does ethical leadership promote knowledge sharing and knowledge creation? Psychological capital as mediator and shared goals as moderator

Abstract

Purpose The purpose of this study is to examine the impact of ethical leadership and psychological capital on knowledge sharing and knowledge creation in organizations. It also investigates the mediating effect of psychological capital and moderating effect of shared goals in the relationship between ethical leadership and knowledge sharing and between ethical leadership and knowledge creation. Design/methodology/approach The study uses a quantitative research design wherein the survey questionnaire has been used to gather data from 700 respondents in public sector research organizations, information technology companies and central universities and colleges. Hypotheses of the study have been tested using structural equation modelling. Findings The findings unveil that ethical leadership and psychological capital have a positive impact on knowledge sharing and knowledge creation. Psychological capital mediates and shared goals moderates the relationships of ethical leadership with knowledge sharing and knowledge creation. Knowledge sharing mediates between ethical leadership and knowledge creation. Research limitations/implications The study exploits quantitative research methodology, which may be supplemented by other research methodologies by future researchers. Practical implications This study offers new insights into the sharing and creating of knowledge by employees under the influences of ethical leadership and psychological capital. It will encourage future researchers and practitioners to further explore these dimensions for a more detailed investigation and explanation at work place. This study suggests that organizational leaders should behave in an ethical manner and should emphasise on various organizational interventions to increase psychological capital and shared goals to strengthen knowledge sharing and knowledge creation. Originality/value This study is among early attempts for investigating the linkage of ethical leadership and psychological capital with knowledge sharing and knowledge creation.

The impact of a pandemic on knowledge sharing behavior: a COR perspective

“…New teams took more time in familiarizing themselves with other employees and with the organizational structure. Trust among employees helps in effective KS (Goswami and Agrawal, 2022; Ogunmokun et al , 2020). The resource investment principle of the COR theory (Halbesleben et al , 2014) states that one must invest resources to protect against resource loss.…”

Individual characteristics and innovation performance in SMEs: Moderating role of physiological capital

“…Despite the fact proposed that psychological capital has a direct influence on people's aptitude for innovation, it is also conceivable that psychological capital also has a direct influence on people's capacity for creativity (Asbari et al, 2021). Creativity is connected to personal variables, according to prior study (Alolabi et al, 2021;Beasley et al, 2021;Goswami & Agrawal, 2022). In this investigation, psychological capital represents each of these distinct elements.…”

“…According to the majority of the prior study, psychological capital is anticipated to "supply the required storehouse of psychological resources which effectively support inventive work-related thoughts". An employee's psychological capital can be described as their psychological state of advancement and is characterized by having self-efficacy to start taking on and put in the required effort to prosper at difficult tasks; making an optimistic original source about accomplishing now and in the upcoming years, keeping going toward to objectives and, when required, reallocating paths to objectives (hope) to succeed and, when faced with challenges and difficulties, maintaining and recovering quickly from them (W. Asbari et al, 2021;Goswami & Agrawal, 2022). In order to manage qualified personnel successfully, it complements social and psychological capital in a crucial way and extends outside these capitals to give a competitive advantage to businesses (Wang et al, 2021).…”

“…It is distinct from attribute personality types, which are more consistent and difficult to modify. Many aspects of a given situation, such as attitude, thinking, ambition, and emotions, are influenced by psychological capital (Asbari et al, 2021;Goswami & Agrawal, 2022). In order to administer human capital successfully, it complements physical and social infrastructure in a crucial way and extends outside these assets to give businesses a competitive edge.…”

The influence of the career calling on the employees’ creative deviance

“…Driven by such motivation, employees with career calling will pay more attention to the importance of creativity in the work which can benefit the organization, and strive to enhance their creativity by coming up with creative ideas ( Walumbwa et al, 2011 ; Lee et al, 2019 ; Men et al, 2020 ; Shakeel et al, 2020 ). Meanwhile, ethical leadership can create a friendly work environment, under which employees with high-level career calling tend to communicate with others due to their altruistic and pro-social motivations (e.g., knowledge sharing), and thereby create brilliant ideas through exchanging thoughts ( Treviño et al, 2003 ; Walumbwa et al, 2011 ; Chen and Hou, 2016 ; Goswami and Agrawal, 2022 ). In addition, compared with other leadership styles, ethical leadership are more tolerant to employees, making employees with career calling are more likely to exhibit creative deviance for the organizational benefits (because leaders may not punish the employee even if they know that the employee hides their innovation activities).…”