Please use this identifier to cite or link to this item: http://hdl.handle.net/20.500.11861/10421
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dc.contributor.authorBavik, Yuen Lamen_US
dc.contributor.authorDr. TANG Jackyen_US
dc.contributor.authorShao, Ruodanen_US
dc.contributor.authorLam, Long Waien_US
dc.date.accessioned2024-09-04T09:25:04Z-
dc.date.available2024-09-04T09:25:04Z-
dc.date.issued2018-
dc.identifier.citationThe Leadership Quarterly, 2018, vol. 29(2), pp. 322-332.en_US
dc.identifier.issn1048-9843-
dc.identifier.issn1873-3409-
dc.identifier.urihttp://hdl.handle.net/20.500.11861/10421-
dc.description.abstractDrawing on social learning and self-determination theories, this study investigates the mediating effects of controlled motivation for knowledge sharing and moral identity in the relationship between ethical leadership and employee knowledge sharing. We conducted a field study with 337 full-time employees to test our hypotheses. Results supported the mediating effects of both controlled motivation and moral identity in accounting for the relationship between ethical leadership and employee knowledge sharing. Our study is among the first to examine whether and why ethical leadership predicts employee knowledge sharing. Theoretical and practical implications are discussed.en_US
dc.language.isoenen_US
dc.relation.ispartofThe Leadership Quarterlyen_US
dc.titleEthical leadership and employee knowledge sharing: Exploring dual-mediation pathsen_US
dc.typePeer Reviewed Journal Articleen_US
dc.identifier.doihttps://doi.org/10.1016/j.leaqua.2017.05.006-
item.fulltextNo Fulltext-
crisitem.author.deptDepartment of Business Administration-
Appears in Collections:Business Administration - Publication
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