Knowledge Sharing in Project Teams: Psychological Barriers

Abstract

Abusive supervision and the resultant psychological safety on knowledge sharing in project teams are serious concerns for organizations. Our research results show that abusive leadership causes employees to suffer psychologically—psychological safety—lessening their knowledge-sharing behavior. We also find that personality and disposition—psychological capital—can limit the negative impact of abusive supervision on knowledge sharing. Our research suggests that organizations should invest time and effort in preventing abusive workplace supervision and enhancing psychological safety with clear policies, well-developed communication systems, and active involvement of employees. These elements can help support a psychologically safe working environment. Organizations should also pay attention to screening for personal resources.