Knowledge sharing, shared leadership and innovative behaviour: a cross-level analysis

Rama Krishna Kishore Vandavasi, David C. McConville, Jin-Feng Uen and Prasanthi Yepuru

International Journal of Manpower, 2020, vol. 41, issue 8, 1221-1233

Abstract: Purpose - The purpose of this study is to investigate the effect of knowledge sharing among team members on the development of shared leadership and innovative behaviour. Design/methodology/approach - Data were collected from 64 management teams and 427 individuals working in 26 different hotels in the hospitality industry in Taiwan. Findings - The results show that knowledge sharing has both direct and indirect effects on the development of shared leadership and individual innovative behaviour. Research limitations/implications - Results suggest that knowledge sharing supports the occurrence of shared leadership, leading to an increase in innovative behaviour. The authors infer from the findings that encouraging a culture of knowledge sharing can have a positive impact on the creativity of teams. Originality/value - This study advances knowledge of shared leadership as a mediator using a multilevel approach to test antecedents of innovative behaviour in the Taiwan hotel industry.

Keywords: Knowledge sharing; Shared leadership; Innovative behaviour (search for similar items in EconPapers)
Date: 2020
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijmpps:ijm-04-2019-0180

DOI: 10.1108/IJM-04-2019-0180

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