The effect of servant leadership on innovative work behavior and employee knowledge sharing in the Latvian ICT sector

Abstract

PurposeThis study aims to peruse the underlying effect of servant leadership (SL) on innovative work behavior (IWB) and employee knowledge sharing behavior (KSB), directly and through the mediating effect of job autonomy (JA), by using autonomous psychological needs of self-determination theory and embracing Hofstede's framework in information and telecommunication technology (ICT) companies in Latvia.Design/methodology/approachA quantitative analysis of data from 271 employees and managers in Latvian ICT companies was used by applying structural equation modeling.FindingsThe result discloses that SL can promote IWB and KSB directly and through mediating effects of JA.Research limitations/implicationsThe research is constricted by geography and sample data representation from a specific sector. Hence, future studies can determine the gender effects, carry out more preventive measures to avoid common method bias between constructs, measure antecedents and the mediator before outcomes and examine JA as a moderator.Practical implicationsThe findings demonstrate that the Latvian ICT sector should recruit managers with SL potentials, train and equip managers with the required resources to implement SL practices properly and integrate JA across the organization to increase the manifestation of IWB and KSB.Originality/valueThis paper is the first to examine JA as the underlying process through which SL’s effects on IWB and KSB are explained in an individualistic country.

Leader reward omission and employee knowledge sharing: the moderating role of proactive personality and perceived organizational unfairness

“…Knowledge sharing is seen as an act in which employees share their professional knowledge, skills, experience, values, understanding of work processes, and other explicit or implicit knowledge with others (Bou Reslan et al. , 2021; Chen et al.…”

“…, 2014). Knowledge-sharing refers to the behavior in which employees share explicit or implicit knowledge with others (Bou Reslan et al. , 2021; Chen et al.…”

“…, 2011). Knowledge sharing among employees is a critical way to improve the creativity of employees or teams (Bou Reslan et al. , 2021) as well as maintain and enhance an organization's competitive advantage (Zhao et al.…”

“…, 2021). Given the potential benefits of knowledge sharing, organizations have invested substantially in knowledge management practices, including promoting knowledge accumulation, storage, and dissemination (Bou Reslan et al. , 2021).…”

“…Knowledge is the core resource for an organization to maintain its competitive advantage (Yen et al, 2014). Knowledge-sharing refers to the behavior in which employees share explicit or implicit knowledge with others (Bou Reslan et al, 2021;Chen et al, 2011). Knowledge sharing among employees is a critical way to improve the creativity of employees or teams (Bou Reslan et al, 2021) as well as maintain and enhance an organization's competitive advantage (Zhao et al, 2021).…”