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Bureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in Indonesian government public services

Author

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  • Hendryadi
  • Suratna
  • Suryani
  • Budi Purwanto

Abstract

This paper aims to clarify the relationship among bureaucratic culture, empowering leadership, knowledge sharing behavior and affective commitment in the Indonesian public sector organizations. A total of 371 respondents from eleven local government public service institutions participated in this research. Structural Equation Modeling (SEM) was used for model testing. The results of this study indicate that bureaucratic culture has a negative and significant relationship with empowering leadership and affective commitment. Empowering leadership has a positive and significant impact on knowledge sharing behavior and affective commitment, and also mediated the relationship between bureaucratic culture with knowledge sharing behavior and affective commitment. The direct relationship between bureaucratic culture and knowledge sharing behavior proved insignificant, however, indirectly proved significant via empowering leadership. The tests of such relationship are expected to contribute to the theory and practice of the government sector.

Suggested Citation

  • Hendryadi & Suratna & Suryani & Budi Purwanto, 2019. "Bureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in Indonesian government public services," Cogent Business & Management, Taylor & Francis Journals, vol. 6(1), pages 1680099-168, January.
    • Handle: RePEc:taf:oabmxx:v:6:y:2019:i:1:p:1680099
    DOI: 10.1080/23311975.2019.1680099
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    Cited by:

    1. Young-joo Ahn & Jeanne Bessiere, 2022. "The Role of Participative Leadership in Empowerment and Resident Participation," Sustainability, MDPI, vol. 14(18), pages 1-16, September.

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