Empowering leadership to performance excellence: the role of knowledge sharing and self-efficacy

Sunu Widianto

International Journal of Business Excellence, 2021, vol. 23, issue 3, 297-311

Abstract: Leadership style is known as a prominent factor of employee performance in the organisation. Very few studies have examined the link between empowering leadership style and performance among health workers especially in South East Asia country such as Indonesia. The aim of this study is to investigate the link between empowering leadership, self-efficacy, knowledge sharing and job performance of professional health workers in Indonesia. We surveyed 103 nurses in a large private hospital in Indonesia using self-administered questionnaires. The employees assessed empowering leadership style of their immediate manager and self-perception of their level self-efficacy, knowledge sharing and job performance. To test the hypotheses, we used partial least square. The finding shows that empowering leadership styles significantly relates to job performance through self-efficacy. Surprisingly, empowering leadership does not relate to knowledge sharing and link to the job performance.

Keywords: empowering leadership; self-efficacy; knowledge sharing; hospital; job performance excellence. (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijbexc:v:23:y:2021:i:3:p:297-311

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