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Do Work Engagement and Transformational Leadership Facilitate Knowledge Sharing? A Perspective of Conservation of Resources Theory

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  • Wei-Li Wu

    (Department of International Business, Chien Hsin University of Science and Technology, Taoyuan 32097, Taiwan)

  • Yi-Chih Lee

    (Department of International Business, Chien Hsin University of Science and Technology, Taoyuan 32097, Taiwan)

Abstract

Based on the perspective of conservation of resources (COR) theory, this study adopts a multilevel approach to examine the influences of employees’ personal resources (i.e., work engagement and intrinsic motivation) and external resources (i.e., transformational leadership) on knowledge sharing. This study conducts a survey to explore the interrelationships among transformational leadership, work engagement, intrinsic motivation, and knowledge sharing. The sample includes 33 healthcare work groups consisting of 214 group members. The results show that an individual’s personal and external resources are positive and benefit the promotion of knowledge sharing. As for personal resources, work engagement has a positive impact on knowledge sharing by increasing intrinsic motivation. Regarding external resources, transformational leadership acts as a facilitator for knowledge sharing. Specifically, the conditional indirect effects of work engagement on knowledge sharing through intrinsic motivation are more positive under high levels of transformational leadership, rather than low levels of transformational leadership. Based on the COR theory, this is the first study to argue that knowledge sharing could be considered as an active activity and that individuals could be eager to perform knowledge sharing when they possess significant personal and external resources. The results of this study provide new insights into knowledge sharing.

Suggested Citation

  • Wei-Li Wu & Yi-Chih Lee, 2020. "Do Work Engagement and Transformational Leadership Facilitate Knowledge Sharing? A Perspective of Conservation of Resources Theory," IJERPH, MDPI, vol. 17(7), pages 1-17, April.
    • Handle: RePEc:gam:jijerp:v:17:y:2020:i:7:p:2615-:d:344203
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    References listed on IDEAS

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    2. Maira Khan & Mukaram Ali Khan & Syed Sohaib Zubair & Aisha Rizwan, 2022. "How Transformational Leaders Are Engaged in Work Settings During Episode of Covid-19? Exploring Mediating Effects of Structural Empowerment and Process Innovation," SAGE Open, , vol. 12(2), pages 21582440221, April.
    3. Wenxian Wang & Seung-Wan Kang & Suk Bong Choi, 2021. "Effects of Employee Well-Being and Self-Efficacy on the Relationship between Coaching Leadership and Knowledge Sharing Intention: A Study of UK and US Employees," IJERPH, MDPI, vol. 18(20), pages 1-16, October.
    4. Haoluan Fu & Yuechao Du & Zhongming Wang, 2022. "Authentic Leadership and Taking Charge Behavior: A Moderated Mediation Model of Psychological Capital and Occupational Calling," IJERPH, MDPI, vol. 19(9), pages 1-17, May.
    5. Inhyouk Koo & Mahwish Anjam & Umer Zaman, 2022. "Hell Is Empty, and All the Devils Are Here: Nexus between Toxic Leadership, Crisis Communication, and Resilience in COVID-19 Tourism," Sustainability, MDPI, vol. 14(17), pages 1-19, August.
    6. Chunyu Zhang & Liping Liu, 2022. "The Influence of Health-Promoting Leadership on Employees’ Positive Workplace Outcomes: The Mediating Role of Employability and the Moderating Role of Workplace Civility," IJERPH, MDPI, vol. 19(22), pages 1-17, November.

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