Knowledge sharing, shared leadership and innovative behaviour: a cross-level analysis

Rama Krishna Kishore Vandavasi*, David C. McConville, Jin-Feng Uen, Prasanthi Yepuru

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

3 Scopus citations

Abstract

Purpose The purpose of this study is to investigate the effect of knowledge sharing among team members on the development of shared leadership and innovative behaviour. Design/methodology/approach Data were collected from 64 management teams and 427 individuals working in 26 different hotels in the hospitality industry in Taiwan. Findings The results show that knowledge sharing has both direct and indirect effects on the development of shared leadership and individual innovative behaviour. Originality/value This study advances knowledge of shared leadership as a mediator using a multilevel approach to test antecedents of innovative behaviour in the Taiwan hotel industry.

Original languageEnglish
Number of pages13
JournalInternational journal of manpower
DOIs
StatePublished - 21 Apr 2020

Keywords

  • Knowledge sharing
  • Shared leadership
  • Innovative behaviour
  • MANAGEMENT TEAMS
  • WORK
  • PERCEPTIONS
  • PERFORMANCE
  • CONSTRUCTS
  • DIVERSITY
  • FAIRNESS

Cite this