The mediating effect of organizational commitment and employee empowerment: how transformational leadership impacts employee knowledge sharing intention

Employees’ Empowerment and Engagement in Attaining Personal and Organisational Goals

“…This finding indirectly reveals that an un-empowered employee does not follow a certain culture or system, and never questions the process (Tariq, Jan, & Ahmad, 2016). The LPG company in this study can, therefore, improve on its operations, and ultimately meet most of its revenue and profit goals and objectives through working towards ensuring there is more empowerment and engagement process of its employees (Han, Seo, Li, & Yoon, 2016) by undertaking an in-depth research on what empowerment entails.…”

Peran Komitmen Organisasional Memediasi Pengaruh Kepemimpinan Transformasional Terhadap Ocb

“…Penelitian yang dilakukan oleh Sani (2013), Sahertian & Soetjipto (2011), Han et al (2016), Suparta et al (2013), dan Bakan et al (2013) menemukan hasil yang sama yaitu ditemukan adanya hubungan positif antara variabel komitmen organisasional terhadap OCB. H3: Komitmen organisasional berpengaruh positif dan signifikan terhadap Organizational Citizenship Behavior(OCB).…”

“…Hubungan ini didukung oleh teori pertukaran sosial yang berarti bahwa ketika pegawai telah memiliki komitmen pada organisasi maka akan sendirinya berperilaku lebih dalam organisasi. Penelitian yang dilakukan oleh Sani (2013), Sahertian & Soetjipto (2011), Han et al (2016, Suparta et al (2013), dan Bakan et al (2013) Hasil uji menunjukan bahwa nilai Z hitung sebesar 3,2414> 1,96 dengan nilai signifikansi 0,0012< 0,05, yang artinya komitmen organisasional merupakan variabel yang memediasi pengaruh kepemimpinan transformasional terhadap OCB pada Dinas Koperasi dan UKM Provinsi Bali. Pengujian sebelumnya menunjukkan pengaruh positif dan signifikan pada pengaruh kepemimpinan transformasional terhadap komitmen organisasional, kepemimpinan transformasional terhadap OCB dan komitmen organisasional terhadap OCB , sehingga dapat disimpulkan bahwa komitmen organisasional secara parsial memediasi pengaruh kepemimpinan transformasional terhadap OCB .…”

How to foster frontline employee knowledge sharing within service‐oriented enterprises: Empirical evidence from China

“…Leaders’ expectations of employees refer to the fact that the organization sends a signal to encourage the innovative behavior of individual employees and allows employees to carry out trial and error learning to seek the optimal way to solve a problem, which will greatly enhance their active and innovative cognitive motivation. Given a leader’s innovation expectations, employees will enhance their interpretation of the organization’s innovation orientation and strengthen their innovative work through psychological cognition (S. H. Han, Seo, Li, & Yoon, ). Employees are more likely to meet or exceed the leader’s expectations in defining their scope of work (Hsiung & Tsai, ) and are more likely to help strengthen the open freely within the organization, have the courage to change the innovation atmosphere, and stimulate their knowledge sharing behavior.…”

“…Given a leader's innovation expectations, employees will enhance their interpretation of the organization's innovation orientation and strengthen their innovative work through psychological cognition (S. H. Han, Seo, Li, & Yoon, 2016). Employees are more likely to meet or exceed the leader's expectations in defining their scope of work (Hsiung & Tsai, 2009) 2.3 | Supervisor-subordinate guanxi, employee psychological empowerment, and knowledge sharing Leadership is a vital factor affecting the organization and individuals' development; for example, supportive leadership behavior, delegating behavior, consulting behavior, and leaders' approachability can all significantly improve employees' mental empowerment (Volmer, Spurk, & Niessen, 2012).…”