Abstract
The purpose of this study is to clarify the effects of entrepreneurial leadership (EL) on innovative work behaviour (IWB). It also heightens the perception of the pathways to improve innovative work behaviour by evaluating the mediating role of knowledge sharing (KS) and of person–job fit. The findings indicate that KS mediates the effects of EL on innovative work behaviour. In addition, the influences of KS on aspects of innovative work behaviour are different and depend on the extent of person–job fit. This paper highlights the important role of person–job fit in enhancing the effects of KS activities and innovative work behaviour. The study provides evidence that EL is the main driving force of KS and innovative work behaviour performance. Thus, organisations should prioritise implementing leadership development programs to stimulate KS activities and foster the firm’s innovative work behaviour. This study conducts a questionnaire survey and applies Structural Equation Modelling (SEM) to test hypotheses in the proposed research model based on data collected from 355 participants in Jordanian firms Securities Commission list of approximately 235 enterprises. Originality/value. The study significantly fills the gaps in the literature that emphasises how KS mediates the influence of EL on innovative work behaviour. By exploring the moderator of a person–job fit, this paper significantly contributes to advancing the deeper insight of the specific conditions to strengthen the relationship between KS and innovative work behaviour.
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