Ethical leadership and employee knowledge sharing : exploring dual-mediation paths

Yuen Lam BAVIK, Pok Man TANG, Roudan SHAO, Long Wai LAM

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

19 Citations (Scopus)

Abstract

Drawing on social learning and self-determination theories, this study investigates the mediating effects of controlled motivation for knowledge sharing and moral identity in the relationship between ethical leadership and employee knowledge sharing. We conducted a field study with 337 full-time employees to test our hypotheses. Results supported the mediating effects of both controlled motivation and moral identity in accounting for the relationship between ethical leadership and employee knowledge sharing. Our study is among the first to examine whether and why ethical leadership predicts employee knowledge sharing. Theoretical and practical implications are discussed.
Original languageEnglish
Pages (from-to)322-332
JournalLeadership Quarterly
Volume29
Issue number2
Early online date25 May 2017
DOIs
Publication statusPublished - Apr 2018

Fingerprint

mediation
employee
leadership
knowledge
Motivation
Personal Autonomy
social learning
self-determination
Ethical leadership
Employees
Mediation
Knowledge sharing
Moral identity
Mediating effect

Keywords

  • Controlled motivation
  • Ethical leadership
  • Knowledge sharing
  • Moral identity

Cite this

BAVIK, Yuen Lam ; TANG, Pok Man ; SHAO, Roudan ; LAM, Long Wai. / Ethical leadership and employee knowledge sharing : exploring dual-mediation paths. In: Leadership Quarterly. 2018 ; Vol. 29, No. 2. pp. 322-332.
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Ethical leadership and employee knowledge sharing : exploring dual-mediation paths. / BAVIK, Yuen Lam; TANG, Pok Man; SHAO, Roudan; LAM, Long Wai.

In: Leadership Quarterly, Vol. 29, No. 2, 04.2018, p. 322-332.

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

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