Yuanzhao Song and Myeongcheol Choi
This paper seeks to explore the influence mechanism of differentiated empowering leadership on knowledge sharing and the moderating role of perceptions of organizational politics.
Abstract
Purpose
This paper seeks to explore the influence mechanism of differentiated empowering leadership on knowledge sharing and the moderating role of perceptions of organizational politics.
Design/methodology/approach
A paired-sample collection method is employed to conduct an empirical research study on 287 employees.
Findings
The results indicate that the direct effect of differentiated empowering leadership on knowledge sharing is not significant, but it has a significantly positive impact on their organizational cynicism. Moreover, organizational cynicism plays the sole mediating role between differentiated empowering leadership and knowledge sharing. Finally, the perceptions of organizational politics moderate the relationship between differentiated empowering leadership and organizational cynicism as well as that between organizational cynicism and knowledge sharing.
Originality/value
The research results demonstrate the specific mechanism by which differentiated empowering leadership influences knowledge sharing through the mediating role of organizational cynicism. In particular, the paper determines the distinct roles played by perceptions of organizational politics as boundary conditions within this mechanism.
Details
Keywords
Junting Zhang, Mudaser Javaid, Shudi Liao, Myeongcheol Choi and Hann Earl Kim
The present study aimed to examine the relationship between humble leadership (HL) and employee adaptive performance by testing the mediating role of self-determination and the…
Abstract
Purpose
The present study aimed to examine the relationship between humble leadership (HL) and employee adaptive performance by testing the mediating role of self-determination and the moderating role of employee attributions of HL.
Design/methodology/approach
A three-wave, two-source design was used to collect quantitative data from 301 employees and 45 direct supervisors of mainland Chinese enterprises. Testing the hypotheses was conducted through multiple regression analysis and moderated regression analysis.
Findings
Results showed that HL was positively related to employee adaptive performance. Additionally, the relationship between HL and employee adaptive performance was mediated by self-determination. Furthermore, this positive effect of HL on self-determination was minimized among employees who attribute HL to impression management motives but is insignificant for employees who attribute HL to performance improvement motives.
Originality/value
It has been widely concerned that the traditional “top-down” leadership styles are associated with employee adaptive performance; however, the role of bottom-up leadership styles on employee adaptive performance has only been sporadically examined. The present study introduced HL, a typical bottom-up leadership style and developed a moderated mediation model to investigate the potential effect of HL on employee adaptive performance. Moreover, by confirming the mediating role of self-determination, the authors further uncover how HL facilitates employees' adaptive performance. Meanwhile, the moderating role of employee attributions of HL found in this study offers new insights into the understanding of the effectiveness of HL.