Abstract
Drawing on Social Exchange Theory and Self-Determination Theory, this study examines the impact of three leadership styles (ethical, transformational, and passive avoidant) on employee knowledge sharing. Further, this study explores the mediating effect of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Using time lag data this study employed a sample of 254 faculty members of public sector universities in Pakistan. Results supported the positive relationship between three styles of leadership and employee knowledge sharing. Moreover, our findings confirmed the mediating role of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Our study is unique, as it simultaneously examines how various styles of leadership predict introjected motivation and employee knowledge sharing. Implications along with limitations and future research directions are discussed.
Highlights
Knowledge is a significant intangible organizational asset [1]
Hypothesis 3 stated passive avoidant leadership is negatively related to employee knowledge sharing which was not supported by statistical results (b = 0.36, p
Ethical, and transformational leadership have an indirect effect on employee knowledge sharing through introjected motivation
Summary
Knowledge is a significant intangible organizational asset [1]. With the help of knowledge, an employee becomes more responsive and can deal with unexpected situations [2]. According to the correlation analysis of the study ethical leadership positively and significantly related to transformational leadership (r = 0.62, P
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