When and how authoritarian leadership and leader renqing orientation influence tacit knowledge sharing intentions

Abstract

In this study of tacit knowledge-sharing intentions in China, we examine the roles of authoritarian leadership and fairness with respect to the way managers make decisions and treat their subordinates. In particular, we examine the role of leader renqing orientation, i.e., the way leaders distribute favors and emotional concern to their subordinates, as a moderating factor. We draw on the research literature in the domains of knowledge management and cross-cultural Psychology to identify constructs that we then test with a survey of 309 Chinese employees. Our findings are counter-intuitive and are discussed in detail before we conclude with implications for research and practice.