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Leadership styles and employee knowledge sharing: Exploring the mediating role of introjected motivation

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  • Seemab Chaman
  • Sehar Zulfiqar
  • Sadia Shaheen
  • Sharjeel Saleem

Abstract

Drawing on Social Exchange Theory and Self-Determination Theory, this study examines the impact of three leadership styles (ethical, transformational, and passive avoidant) on employee knowledge sharing. Further, this study explores the mediating effect of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Using time lag data this study employed a sample of 254 faculty members of public sector universities in Pakistan. Results supported the positive relationship between three styles of leadership and employee knowledge sharing. Moreover, our findings confirmed the mediating role of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Our study is unique, as it simultaneously examines how various styles of leadership predict introjected motivation and employee knowledge sharing. Implications along with limitations and future research directions are discussed.

Suggested Citation

  • Seemab Chaman & Sehar Zulfiqar & Sadia Shaheen & Sharjeel Saleem, 2021. "Leadership styles and employee knowledge sharing: Exploring the mediating role of introjected motivation," PLOS ONE, Public Library of Science, vol. 16(9), pages 1-18, September.
    • Handle: RePEc:plo:pone00:0257174
    DOI: 10.1371/journal.pone.0257174
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    References listed on IDEAS

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    1. Abdul Rohman & Anis Eliyana & Dedi Purwana & Hamidah Hamidah, 2020. "Individual and organizational factors’ effect on knowledge sharing behavior," Entrepreneurship and Sustainability Issues, VsI Entrepreneurship and Sustainability Center, vol. 8(1), pages 38-48, September.
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