Influence of Authoritarian and Empowering Leadership on Employee's Tacit Knowledge Sharing

Abstract

Abstract:

This paper aims to investigate the influence mechanism of authoritarian leadership and empowering leadership on employee's tacit knowledge sharing, focusing on the mediating effect of leader-member exchange and the moderating effect of employee traditionality. We select an enterprise's employees and their direct supervisor as research subjects and analyze the 286 sets of paired data through structural equation model, hierarchical regression and so forth. The results indicate that authoritarian leadership has a significantly negative effect on tacit knowledge sharing while empowering leadership has remarkable positive influence on tacit knowledge sharing; leader-member exchange plays a totally mediating role in the relationships between authoritarian leadership and empowering leadership and tacit knowledge sharing; employee traditionality positively moderates the relationships between authoritarian leadership and empowering leadership and tacit knowledge sharing, that is, the negative relationship between authoritarian leadership and tacit knowledge sharing and the positive relationship between empowering leadership and tacit knowledge sharing would be weaker when employees have higher traditionality.

Key words: authoritarian leadership, empowering leadership, leader-member exchange, employee traditionality, tacit knowledge sharing

Zhang Yajun, Zhang Jinlong, Zhang Qianfan, Zhang Junwei. Influence of Authoritarian and Empowering Leadership on Employee's Tacit Knowledge Sharing[J]. , 2015, 27(9): 130-139.

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