Knowledge-Oriented Leadership and Tacit and Explicit Knowledge-Sharing Behaviors: A Moderated Mediation Model of Emotional Intelligence and Self-Efficacy

Abstract

Purpose - Drawing from social cognitive theory, the present study examines the impact of knowledge-oriented leadership on knowledge sharing behaviors (tacit and explicit). Moreover, this study examines the intervening effect of self-efficacy between the relationship of knowledge-oriented leadership and knowledge sharing behaviors (tacit and explicit). Furthermore, this study investigates the moderating role of emotional intelligence between the relationship of knowledge-oriented leadership and self-efficacy. Study Design/Methodology/Approach - Two hundred and ninety-five permanent employees of service sector organizations (i.e., banking, telecommunication, and media) voluntarily participated in a data collection survey which was conducted using a three-week temporal separation method. Data was analyzed using statistical software, i.e., SPSS and Smart-PLS to assess the reliability and validity of the constructs and test the direct, indirect, moderation, and moderated mediation relationships of the variables. Findings - The findings showed that knowledge-oriented leadership strongly predicts tacit and explicit knowledge-sharing behaviors, and self-efficacy mediated this relationship. Moreover, results support the moderation of emotional intelligence between knowledge-oriented leadership and self-efficacy. Research Limitations- To bring a deeper understanding of how organizational and personal factors influence the knowledge-sharing behaviors of the employees, future research should investigate the potential mediating mechanisms, i.e., trust in leadership and learning goal orientation and the moderating role of psychosocial safety climate using the specific leadership style, i.e., adaptive, and humble leadership. Originality/Novelty- The findings of this study suggest that organizations focus on the enhancement of knowledge-related skills of the management which encourages the subordinates for higher self-efficacy regarding the sharing of tacit and explicit knowledge. Moreover, this study highlighted the importance of emotional intelligence for the enhancement of self-efficacy; also, emotional intelligence indirectly helps individuals demonstrate knowledge-sharing behaviors (tacit and explicit).