How Does Self-Sacrificial Leadership Foster Knowledge Sharing Behavior in Employees? Moral Ownership, Felt Obligation and Supervisor-Subordinate Guanxi

Recent trends in the academic literature indicate growing interest in leadership for fostering employees' knowledge sharing. In this research, we integrate social cognitive theory and social exchange theory to explain how and when self-sacrificial leaders promote employee knowledge sharing. It...

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Published inFrontiers in psychology Vol. 13; p. 910707
Main Authors Su, Xiaofeng, Jiang, Xiaoli, Xie, Guihua, Huang, Meijiao, Xu, Anxin
Format Journal Article
LanguageEnglish
Published Frontiers Media S.A 08.07.2022
Subjects
felt obligation
knowledge sharing
moral ownership
Psychology
self-sacrificial leadership
supervisor-subordinate guanxi
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Summary:Recent trends in the academic literature indicate growing interest in leadership for fostering employees' knowledge sharing. In this research, we integrate social cognitive theory and social exchange theory to explain how and when self-sacrificial leaders promote employee knowledge sharing. It is found that self-sacrificial leaders influences employees' knowledge sharing by nurturing employee moral ownership and a sense of obligation to the organization. We also found the moderating effect of supervisor-subordinate guanxi on the self-sacrificial leadership—employees' knowledge sharing link. We discuss the implications of these findings for understanding and promoting self-sacrificial leaders and employees' knowledge sharing behaviors in the workplace.
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Edited by: Chuangang Shen, Huaqiao University, China
Reviewed by: Shen Duan, Renmin University of China, China; Ruijun Chen, Beijing Jiaotong University, China
This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology
ISSN:1664-1078
1664-1078
DOI:10.3389/fpsyg.2022.910707