Abstract
Research objectives were to determine a practical framework and to create a causal model of empowering leadership, team cohesion, knowledge-sharing behavior, and team performance of petroleum refinery plant employees in Thailand. The study reported the responses of 594 operational employees from seven petroleum refinery plants operating in different parts of Thailand. Data were analyzed with descriptive statistics using SPSS (version 11.5) and path analysis using LISREL (version 8). Research findings indicate that dimensions of empowering leadership, team cohesion, and knowledge-sharing behavior have mediated positive effect on team performance. Knowledge-sharing behavior positively mediates the relationships between empowering leadership and team performance and between team cohesion and team performance. Furthermore, empowering leadership is positively correlated with team cohesion.
Highlights
Today’s economy has shown the importance of knowledge and intellectual capital to organizations
Data were analyzed with descriptive statistics using SPSS and assessed with confirmatory factor analysis (CFA) to confirm the heterogeneity of all constructs and path analysis (Joreskog & Sorborn, 1993) to detect the cause-effect relationships among various dimensions of main constructs of the study using LISREL on a structured questionnaire containing standard scales of empowering leadership, team cohesion, knowledge-sharing behavior, and team performance, besides some demographic details like age, education, and tenure with the organization
Research findings indicated that dimensions of empowering leadership, team cohesion, and knowledge-sharing behavior have mediated positive effect on team performance
Summary
Today’s economy has shown the importance of knowledge and intellectual capital to organizations. Continuous knowledge management (KM) can promote organizational innovation and play a key role in the organizational success (Nonaka & Takeuchi, 1995). Problems such as maintaining, locating and applying knowledge have intensified the importance of organizational knowledge management (Alavi & Leidner, 2001). The study has highlighted the importance of leaders’ behaviors for team performance (Druskat & Wheeler, 2003). Research objectives were to determine a practical framework and to create a causal model of empowering leadership, team cohesion, knowledge-sharing behavior, and team performance of petroleum refinery plant employees in Thailand
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
