Abstract
| Original language | English |
|---|---|
| Article number | EMJ1894 |
| Pages (from-to) | 481-491 |
| Number of pages | 11 |
| Journal | European Management Journal |
| Volume | 37 |
| Issue number | 4 |
| Early online date | 12 Dec 2018 |
| DOIs | |
| Publication status | Published - Aug 2019 |
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Keywords
- workplace flexibility, knowledge sharing, need fulfilment, self-determination theory, social exchange, structural equation modelling (SEM), transformational and shared leadership
- EMPOWERING LEADERSHIP
- EFFICACY
- RESEARCH-AND-DEVELOPMENT
- PERFORMANCE
- Need fulfilment
- NEED SATISFACTION
- JOB CHARACTERISTICS
- Self-determination theory
- BEHAVIORAL-RESEARCH
- Social exchange
- Knowledge sharing
- WORK
- Workplace flexibility
- Structural equation modelling (SEM)
- Transformational and shared leadership
- TEAM EFFECTIVENESS
- VIRTUAL COMMUNITIES
Cite this
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Let’s share!’ The mediating role of employees’ self-determination in the relationship between transformational and shared leadership and perceived knowledge sharing among peers. / Coun, M.J.H.; Peters, Pascale; Blomme, R.J.
In: European Management Journal, Vol. 37, No. 4, EMJ1894 , 08.2019, p. 481-491.Research output: Contribution to journal › Article › Academic › peer-review
TY - JOUR
T1 - Let’s share!’ The mediating role of employees’ self-determination in the relationship between transformational and shared leadership and perceived knowledge sharing among peers
AU - Coun, M.J.H.
AU - Peters, Pascale
AU - Blomme, R.J.
PY - 2019/8
Y1 - 2019/8
N2 - Building on social-exchange and self-determination theory, this study aimed to contribute to the scholarly literature on leadership and knowledge sharing by simultaneously testing how shared and transformational leadership and their interrelatedness may foster employees' perceptions of knowledge sharing behaviour among peers. Additionally, we investigated the mediating role of employees' basic psychological needs satisfaction (in terms of autonomy, competence and relatedness, respectively) as an additional explanatory mechanism to reveal how shared and transformational leadership may foster individuals' perceptions of knowledge sharing behaviour among peers. We employed PLS structural equation modelling to analyse survey data obtained from professionals in an R&D unit of a knowledge-intensive firm. We found shared leadership to be the most important factor enhancing employees' perceptions of knowledge sharing among peers, both directly and indirectly through employees' satisfaction of the need for autonomy. Transformational leadership was found to foster employees' knowledge sharing ultimately, through shared leadership and the need for autonomy satisfaction. We concluded that shared forms of leadership supplemente with transformational leadership on the part of formal leaders are important in contemporary work environments as they can foster employees' perceptions of knowledge sharing among peers and contribute towards employees' self-determination, which ultimately enhances perceptions of knowledge sharing among peers.
AB - Building on social-exchange and self-determination theory, this study aimed to contribute to the scholarly literature on leadership and knowledge sharing by simultaneously testing how shared and transformational leadership and their interrelatedness may foster employees' perceptions of knowledge sharing behaviour among peers. Additionally, we investigated the mediating role of employees' basic psychological needs satisfaction (in terms of autonomy, competence and relatedness, respectively) as an additional explanatory mechanism to reveal how shared and transformational leadership may foster individuals' perceptions of knowledge sharing behaviour among peers. We employed PLS structural equation modelling to analyse survey data obtained from professionals in an R&D unit of a knowledge-intensive firm. We found shared leadership to be the most important factor enhancing employees' perceptions of knowledge sharing among peers, both directly and indirectly through employees' satisfaction of the need for autonomy. Transformational leadership was found to foster employees' knowledge sharing ultimately, through shared leadership and the need for autonomy satisfaction. We concluded that shared forms of leadership supplemente with transformational leadership on the part of formal leaders are important in contemporary work environments as they can foster employees' perceptions of knowledge sharing among peers and contribute towards employees' self-determination, which ultimately enhances perceptions of knowledge sharing among peers.
KW - workplace flexibility, knowledge sharing, need fulfilment, self-determination theory, social exchange, structural equation modelling (SEM), transformational and shared leadership
KW - EMPOWERING LEADERSHIP
KW - EFFICACY
KW - RESEARCH-AND-DEVELOPMENT
KW - PERFORMANCE
KW - Need fulfilment
KW - NEED SATISFACTION
KW - JOB CHARACTERISTICS
KW - Self-determination theory
KW - BEHAVIORAL-RESEARCH
KW - Social exchange
KW - Knowledge sharing
KW - WORK
KW - Workplace flexibility
KW - Structural equation modelling (SEM)
KW - Transformational and shared leadership
KW - TEAM EFFECTIVENESS
KW - VIRTUAL COMMUNITIES
U2 - 10.1016/j.emj.2018.12.001
DO - 10.1016/j.emj.2018.12.001
M3 - Article
VL - 37
SP - 481
EP - 491
JO - European Management Journal
JF - European Management Journal
SN - 0263-2373
IS - 4
M1 - EMJ1894
ER -