1151: Ethical, Servant, and Authentic Leadership and Fostering Employee Knowledge Sharing: A Meta-Analysis (17933)

Monday, August 12, 2024

08:00 – 09:30 CT (GMT-5/UTC-5)

Location: Sheraton: Pullman

Session Number: 1151
Paper Session
Orientation: Practice,International,Research
Shareable link: https://cdmcd.co/vaBbx7

Author(s)

KY

Kui Yin

U. of Science and Technology Beijing
ZC

ZhiKang Chi

U. of Science and Technology Beijing
KZ

Kaili Zhang

East China U. of Science and Technology, China
ND

NianNian Dong

U. of Science and Technology Beijing, China
OS

Oliver Sheldon

Rutgers U., United States
YZ

Yejun Zhang

Texas State U., United States
MW

Min Wan

Texas State U., United States

While prior studies have demonstrated that three moral forms of leadership (ethical, servant, and authentic leadership) are positively related to employees’ knowledge sharing, we still know little regarding their relative importance on this important employee behavior. Drawing on self-determination theory (SDT), this study employed meta-analytic techniques to compare their effects on knowledge sharing, and the mediating role of psychological empowerment driving these effects. Our findings revealed that (1) authentic leadership is the most important in fostering knowledge sharing among these three moral forms of leadership; (2) compared to ethical and authentic leadership, servant leadership explained more variance toward psychological empowerment; (3) psychological empowerment mediated the relationship between each moral forms of leadership and employee knowledge sharing. This study provided a deep and fine-grained understanding of the relative importance of these three forms of leadership in promoting employee knowledge sharing and the mechanism through which they do so. We conclude by discussing theoretical and practical implications of our findings, and delineating avenues for future research.

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