Examining the role of leadership inspiration, rewards and its relationship with contribution to knowledge sharing

Abstract

Purpose The purpose of this paper is to examine the impact of leadership and rewards on the contribution to knowledge sharing in public organizations of the United Arab Emirates (UAE). Design/methodology/approach Data were collected from 154 employees from various organizational units of a law enforcement organization in the UAE, and structural equation modeling was used to test the proposed hypotheses. Findings Leadership inspiration was found to be positively effective in enhancing the contribution of knowledge sharing in terms of solving problems, increasing opportunity and improving the productivity of the workforce. Furthermore, it was found that the reward system had no impact on the contribution to knowledge sharing. Research limitations The method of data collection focused on the employees who were attending a training workshop in the department. This survey raises concerns related to non-response bias and common method bias, which describes the measurement error that is compounded by the sociability of the respondents who wanted to provide positive answers. Practical implications This research focuses on the implementation of certain practices related to knowledge sharing in public organizations. The model was constructed to assess the impact of leadership and rewards on the contribution to knowledge sharing through knowledge sharing practices as a mediation. The study is a modest attempt to assist the organizational leaders to embark on the right steps to foster knowledge sharing behavior among employees. Originality/value The study contributes to the literature on knowledge sharing, particularly on the relationship between leadership inspiration, rewards and contribution to knowledge sharing in the law enforcement organizations in the UAE.

Ambidextrous leadership: a narrative literature review for theory development and directions for future research

“…, 2011). This increases the chances for the creation and maintenance of a safe psychosocial climate, which, in turn, is a moderator for increasing a creative team climate for innovativeness at work (Al Dari et al. , 2018).…”

“…Moreover, it is proactive, clarifies objectives and provides support, empowerment, and encouragement to the team (Latif et al, 2017;Rosing et al, 2011). This increases the chances for the creation and maintenance of a safe psychosocial climate, which, in turn, is a moderator for increasing a creative team climate for innovativeness at work (Al Dari et al, 2018). The poor development of the ambidextrous leadership-related literature over the last decade indicates that it is still little understood.…”

Factors motivating governmental employees in the United Arab Emirates

“…Mehrajunnisa and Jabeen (2020) investigated strategic drivers that can enhance employee suggestion schemes in the UAE. Moreover, knowledge sharing in public organizations of the UAE was investigated by Al Dari et al (2018). Moreover, Jabeen and Al Dari (2020) developed a framework for integrating knowledge management benefits in the UAE organizations.…”

Determinants Linked to Executive Succession Planning in Public Sector Organizations

“…Harvey (2012) reported that the aging workforce, particularly in developed countries, raises concerns that the knowledge of these older and more experienced employees may vanish when they retire. Al Dari et al (2018) affirmed that the inspirational leader will succeed in leading the employees and increasing knowledge sharing. The process of knowledge exchange is a precursor of organizational learning (Islam et al, 2015).…”