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 language | English |
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Pages (from-to) | 322-332 |
Number of pages | 11 |
Journal | Leadership Quarterly |
Volume | 29 |
Issue number | 2 |
Early online date | 25 May 2017 |
DOIs | |
Publication status | Published - Apr 2018 |
Bibliographical note
Publisher Copyright:© 2017 Elsevier Inc.
Funding
This research was supported by the Insight Development Grant from the Social Sciences and Humanities Research Council of Canada awarded to Ruodan Shao.
Keywords
- Controlled motivation
- Ethical leadership
- Knowledge sharing
- Moral identity