The Role of Knowledge Sharing and Self Efficacy: Impact of Empowering Leader Behavior on Individual Performance

Sunu Widianto () and M. Fani Cahyandito ()
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Sunu Widianto: Research Division, Laboratory of Management FE UNPAD
M. Fani Cahyandito: Laboratory of Management and Business Faculty of Economics (LMFE)

No 201104, Working Papers in Business, Management and Finance from Department of Management and Business, Padjadjaran University

Abstract: This study examines two mediator variables between empowering leader behavior to individual performance. Knowledge sharing as a process interaction among individuals and self efficacy as a emergent state. One hundred and three participants’ non paramedic employees of Hopital involved in this study. Partial least square technique was used to test hypothesized relationships. Result showed that empowering leader behavior was positively related to self efficacy, in turn, positively related to individual performance. Suprisingly, empowering leader behavior was not significant to knowledge sharing, in hence was not significant related to individual performance. It is may caused underlying factors as contingent factors (i.e. trust and culture) and contextual factors (i.e. organizational factors) that not supported knowledge sharing process to organization.

Keywords: Empowering Leader Behavior; Knowledge Sharing; Self Efficacy; Individual Performance (search for similar items in EconPapers)
JEL-codes: M0 (search for similar items in EconPapers)
Pages: 17 pages
Date: 2011-06, Revised 2011-06
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