Exploring the Impacts of Varied Leadership Approaches and Knowledge Sharing on Innovative Work Behaviour with Innovation Climate as a Moderation
Tzu-Chun Weng *, Meng-Qi Yan* and Te-Tzu Kan **
Department of Human Resource Development, National Kaohsiung University of Science and Technology, Taiwan (R.O.C.)*
Department of Information Management, National Taiwan University of Science and Technology, Taiwan (R.O.C.)**
Abstract: This study develops and tests an integrated framework explaining how authentic leadership and transformational leadership influence employees’ innovative work behaviour through knowledge sharing in organizational settings. More specifically, the study examines whether knowledge sharing acts as an intervening mechanism and whether innovation climate strengthens the proposed relationships. Grounded in leadership and innovation research, the proposed model links two leadership approaches to knowledge sharing and innovative work behaviour at the employee level. Furthermore, the study examines the mediation of these effects by knowledge sharing and their moderation by the innovation climate. Based on 361 valid responses, the empirical findings indicate that both authentic leadership and transformational leadership are positively associated with knowledge sharing and innovative work behaviour. These results highlight the managerial value of creating a workplace climate that encourages experimentation, idea exchange, and constructive risk-taking. In conclusion, this research validates that both authentic and transformational leadership positively impact knowledge sharing and innovative work behaviour, with knowledge sharing serving as an intermediary. The study suggests that the innovation climate does not moderate the connection between knowledge sharing and innovative work behaviour.
Keywords: Authentic leadership, transformational leadership, knowledge sharing, innovative work behaviour, innovation climate
