Research On The Influence Of Empowered Leadership On Employees’ Knowledge Sharing Behavior

In the current era,knowledge is becoming more and more important.Knowledge sharing,as a key part of knowledge management,is very important for enterprises to obtain sustainable competitiveness.However,the employee knowledge sharing behavior is a kind of extra-role behavior beneficial to the organization,which determines that it is not a spontaneous individual behavior.Only when the benefit of the behavior is greater than the cost,the employee knowledge sharing behavior has the germination condition.In other words,only managers’ and enterprises’ incentives can trigger effective employee knowledge sharing behavior.Therefore,this study takes employees’ knowledge sharing behavior as the research object to explore the influence of the leadership style of empowerment on it.Meanwhile,organizational identity is taken as a mediating variable and workplace friendship as a moderating variable to clarify its mechanism.Social exchange theory and social identity theory are used to explain the influence of empowering leadership on employees’ knowledge sharing behavior.Social exchange theory explains the exchange between leaders and employees based on "reciprocity".Leaders improve the intrinsic motivation of employees by empowering them,so that employees reciprocate knowledge sharing behaviors and other extra-role behaviors.Social identity theory includes three basic processes.In the process of "generalization,identification and comparison",individuals will deepen their sense of belonging to the organization and spontaneously carry out extra-role behaviors such as knowledge sharing in order to maintain the advantages of the organization.In addition,the strength of the mechanism of "empowering leadership--organizational identity--employee knowledge sharing behavior" is also affected by organizational situations such as workplace friendship.Using SPSS24.0and AMOS24.0,this study found that :(1)Authorized leadership significantly positively promotes employees’ knowledge sharing behavior;(2)Organizational identity plays a significant mediating role between authorized leadership and employee knowledge sharing behavior;(3)Workplace friendship positively moderates the effect of organizational identity on employees’ knowledge sharing behavior;(4)In the moderated mediating effect test,workplace friendship significantly moderated the mediating effect of organizational identity.Specifically,workplace friendship intensity positively moderated the mediating effect of organizational identity,but workplace friendship opportunity did not significantly moderated the mediating effect of organizational identity.In the study of knowledge sharing,the "leader-member" influence path has been widely recognized by scholars.However,most existing studies focus on the mediating variable of "psychological authorization".This study innovatively introduces "organizational identity" as the mediating variable,which broadens the research path.In-depth exploration of the mechanism and boundary conditions between authorized leadership and employees’ knowledge sharing behavior can provide theoretical support for the "correct behavior" of leaders,help managers to promote employees’ knowledge sharing behavior in a targeted manner,and improve organizational competitive advantage.