How Leadership and Trust in Leaders Foster Employees' Behavior Toward Knowledge Sharing

Bibliographic Data

ID13920697
AuthorsLe Ba Phong (0000-0002-5612-1800), Phong Ba Le (Hanoi University of Industry, corresponding author), Hui Lei (0000-0003-0937-3420, Hunan University), Lei Hui, Than Thanh Son (0000-0002-0576-9770, Hanoi University of Industry)
Year2018
Volume46
Issue5
Pages705-720
Publication date2018-05-01
Open AccessYes
TypeARTICLE
VenueSocial Behavior and Personality An International Journal (JOURNAL)
Journal identifiersISSN: 0301-2212 • E-ISSN: 1179-6391
PublisherScientific Journal Publishers Limited (PUBLISHER)
DOI10.2224/sbp.6711
OpenAlexW2802272967
LanguageEN
Citations received5

We explored the effect of transformational leadership and trust in leaders on knowledge collecting and knowledge donating, the 2 components of knowledge sharing, with data from 368 employees at 63 Chinese firms. The results showed that trust in leaders mediated the relationship between transformational leadership and knowledge sharing. In addition, transformational leadership had a greater effect than did trust in leaders on knowledge donating, and aspects of trust in leaders had a greater effect than did transformational leadership on knowledge collecting. The findings provide theoretical insights and practical initiatives for knowledge management

Knowledge management · Knowledge sharing · Political science · Public relations · Shared leadership · Transactional leadership · Transformational leadership · Computer Science · Knowledge Management and Sharing · Organizational and Employee Performance · Psychology · Social Psychology

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Open DOISci-HubOpen Access