Empowering leadership and organisational performance: the mediating role of knowledge management

Anjali Rai, N. Akbar Jan and A.K. Subramani

International Journal of Management and Enterprise Development, 2024, vol. 23, issue 4, 307-334

Abstract: The main purpose of the present study is to examine the relationship between empowering leadership (EL) and its effects on an organisation's performance (OP) based on investigating the mediating role of knowledge management (KM). The paper uses the social exchange theory, which posits that empowering leadership leads to employees' reciprocal behaviours, which in turn increases the organisation's performance. The current study used a structured questionnaire distributed through snowball sampling to collect data, and it involved 516 employees in the information technology sector. The results indicated that EL has a significant effect on OP, and KM significantly mediated the relationship. Therefore, the mediation effect of knowledge management was critical in the relationship between EL and OP, as it enhanced synergistic relationships in terms of continuous generation, sharing, and utilisation of knowledge to promote employee creativity in knowledge sharing and problem-solving, novel thinking processes, and performance outcomes.

Keywords: empowering leadership; organisational performance; knowledge management; employee empowerment; knowledge sharing; innovation and decision-making. (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijmede:v:23:y:2024:i:4:p:307-334

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