Unraveling knowledge sharing behavior under ethical leadership: the mediating role of knowledge-centered culture and intrinsic motivation

Abstract

Purpose – This study aims to examine the impact of ethical leadership on employees’ knowledge sharing behavior, focusing on the mediating roles of intrinsic motivation and perceived knowledge-centered culture. Design/methodology/approach – Data were collected from 480 employees working in public sector units in the United Arab Emirates by using a survey-based approach. The survey data were subsequently analyzed using structural equation modeling. Findings – Results demonstrate that ethical leadership is key to knowledge sharing behavior and that their relationship is positively mediated by intrinsic motivation and knowledge-centered culture. Research limitations/implications – Future studies should focus on testing this study’s model in a cross-cultural context. Each context presents a unique set of challenges that could shed light on the model’s generalizability and effectiveness in producing consistent results across diverse situations. The results also emphasize the need to invest in ethical leadership development to effectively cultivate knowledge sharing behavior among public sector employees. Practical implications – This study offers leaders and practitioners a deeper understanding of the practical pathways to building a positive workplace environment that fosters employees’ knowledge sharing behavior. Organizations must establish a knowledge-oriented culture that integrates knowledge sharing into daily practices and expectations. Originality/value – This study contributes to the literature on ethical leadership and knowledge management by exploring whether ethical leadership can significantly predict employees’ knowledge sharing behavior on the basis of the effects of intrinsic motivation and knowledge-centered culture. By understanding the role of intrinsic motivation and knowledge-centered culture in facilitating knowledge sharing, public sector leaders can implement targeted strategies to cultivate a culture of appreciation and recognition, thereby enhancing employee engagement and organizational performance.

Keywords Ethical leadership, Intrinsic motivation, Knowledge sharing behavior, Knowledge-centered culture, Public sector