Leadership styles and employee creativity: the interactive impact of online knowledge sharing and organizational innovation
Purpose: This study examines the differences in the impact of three leadership styles (transactional, transformational, and creative) on intra-organizational online knowledge sharing and employee creativity. Specifically, we use self-determination theory (SDT) to examine the impact of these thre...
| Main Authors: | , , |
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| Format: | Journal Article |
| Published: |
Emerald
2023
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| Online Access: | http://hdl.handle.net/20.500.11937/92202 |
| _version_ | 1848765624982962176 |
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| author | Nguyen, Mai Sharma, Piyush Malik, Ashish |
| author_facet | Nguyen, Mai Sharma, Piyush Malik, Ashish |
| author_sort | Nguyen, Mai |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | Purpose: This study examines the differences in the impact of three leadership styles
(transactional, transformational, and creative) on intra-organizational online knowledge sharing and employee creativity. Specifically, we use self-determination theory (SDT) to
examine the impact of these three leadership styles on four aspects of online knowledge
sharing (knowledge donating, knowledge collecting, lurking, and active lurking) and the
moderating role of organizational innovation on these relationships.
Methodology: Data collected from 361 employees of B2B organizations in Vietnam support
all our hypotheses. Structural equation modelling was used for data analysis.
Novelty/Originality: This paper extends the current knowledge management research on
online knowledge sharing by studying two new behaviors (lurking and active lurking),
linking diverse leadership styles to these behaviors and employee creativity, and exploring
the moderating role of organizational innovation. Our findings shed light on the complexity
of the relationship between leadership and online knowledge sharing. This study also
provides useful implications for practitioners to help them choose the most appropriate
leadership style for their digitalization process to ensure optimal outcomes.
Findings: Transformational, transactional, and creative leadership were found to affect
online knowledge sharing, in which creative leadership had the strongest effect. Online
knowledge sharing was found to mediate the impact of three types of leadership on employee
creativity. The results also showed that organizational innovation moderates the influence of
leadership on online knowledge sharing. |
| first_indexed | 2025-11-14T11:38:13Z |
| format | Journal Article |
| id | curtin-20.500.11937-92202 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T11:38:13Z |
| publishDate | 2023 |
| publisher | Emerald |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-922022023-07-27T07:50:59Z Leadership styles and employee creativity: the interactive impact of online knowledge sharing and organizational innovation Nguyen, Mai Sharma, Piyush Malik, Ashish Purpose: This study examines the differences in the impact of three leadership styles (transactional, transformational, and creative) on intra-organizational online knowledge sharing and employee creativity. Specifically, we use self-determination theory (SDT) to examine the impact of these three leadership styles on four aspects of online knowledge sharing (knowledge donating, knowledge collecting, lurking, and active lurking) and the moderating role of organizational innovation on these relationships. Methodology: Data collected from 361 employees of B2B organizations in Vietnam support all our hypotheses. Structural equation modelling was used for data analysis. Novelty/Originality: This paper extends the current knowledge management research on online knowledge sharing by studying two new behaviors (lurking and active lurking), linking diverse leadership styles to these behaviors and employee creativity, and exploring the moderating role of organizational innovation. Our findings shed light on the complexity of the relationship between leadership and online knowledge sharing. This study also provides useful implications for practitioners to help them choose the most appropriate leadership style for their digitalization process to ensure optimal outcomes. Findings: Transformational, transactional, and creative leadership were found to affect online knowledge sharing, in which creative leadership had the strongest effect. Online knowledge sharing was found to mediate the impact of three types of leadership on employee creativity. The results also showed that organizational innovation moderates the influence of leadership on online knowledge sharing. 2023 Journal Article http://hdl.handle.net/20.500.11937/92202 Emerald fulltext |
| spellingShingle | Nguyen, Mai Sharma, Piyush Malik, Ashish Leadership styles and employee creativity: the interactive impact of online knowledge sharing and organizational innovation |
| title | Leadership styles and employee creativity: the interactive impact of online knowledge sharing and organizational innovation |
| title_full | Leadership styles and employee creativity: the interactive impact of online knowledge sharing and organizational innovation |
| title_fullStr | Leadership styles and employee creativity: the interactive impact of online knowledge sharing and organizational innovation |
| title_full_unstemmed | Leadership styles and employee creativity: the interactive impact of online knowledge sharing and organizational innovation |
| title_short | Leadership styles and employee creativity: the interactive impact of online knowledge sharing and organizational innovation |
| title_sort | leadership styles and employee creativity: the interactive impact of online knowledge sharing and organizational innovation |
| url | http://hdl.handle.net/20.500.11937/92202 |