Leadership styles and employee knowledge sharing: Exploring the mediating role of introjected motivation

Sustainable leadership and wellbeing of healthcare personnel: A sequential mediation model of procedural knowledge and compassion

Introduction

In healthcare organizations, saving patients' lives while maintaining the staff's wellbeing, performance and competencies were challenging during the COVID-19 pandemic. Although the complexity of healthcare settings is widely recognized, the pandemic evidenced the necessity of attending to the employees' wellbeing in such a sector. This research aims to examine the effect of sustainable leadership on wellbeing of healthcare personnel. Furthermore, we also evaluate whether procedural knowledge and compassion act as mediators in such a relationship.

Methods

The hypothesized model was tested in healthcare organizations in a South Asian country, and the data were collected during the pandemic crisis. A total of 366 health personnel (physicians and nurses) participated in this research. With Hayes' PROCESS macro, we examined all the direct and indirect paths, including sequential mediation.

Results

The findings confirm the impact of sustainable leadership on wellbeing and this relationship is also mediated by procedural knowledge and compassion.

Discussion/conclusion

Sustainable leadership fosters wellbeing among healthcare workers via the sequential mediation of procedural knowledge and compassion. Study findings suggest that sustainable leaders can trigger procedural knowledge among employees which in turn crafts the state of compassion in them that leads to their wellbeing. Theoretical and practical implications are discussed in light of study findings.

Situating the KTA gap in clinical research: Foregrounding a discontinuity in practices

In this study, I will claim that we need to rearticulate the so-called "knowledge-to-action" (KTA) gap metaphor in clinical research as a discontinuity of practices. In clinical research, there is a significant delay between the production of research results and their application in policy and practice. These difficulties are normally conceptualized through the metaphor of the KTA gap between scientific knowledge and practical applications. I will advise that it is important to reformulate the terms of the problem, as they suggest the difficulty lies only in the results generated on one side (the laboratory), not reaching the other side (the clinic), and that crossing the gap requires us to simply optimize the transfer and exchange of knowledge. This perspective considers knowledge separate from the practices from which it was generated, making it into a thing that can be transported and transferred largely independently from the communities that produce or "possess" it. The paper then revises the terms of the problem, shifting the focus from knowledge understood as independent from practical circumstances to the situated practices of knowing. Knowledge will then be understood as enacted in practice, emerging as people interact recurrently in the context of established practices. When people coming from different domains and with different "ends-in-view" must coordinate, they have to deal with conceptual and practical tensions, different ways of doing things with their surroundings, and different normative practices. Considering that, the KTA gap will be revised, not as a gap between scientific results and their application in clinical practice, but as a discontinuity in how communities engage with their local contexts and what they perceive as relevant for their activities.

Knowledge “hiding and seeking” during the pandemic: who really wins in the new normal?

Purpose

The recent COVID-19 pandemic caused a severe economic downturn. Employees working in these organisations face employment uncertainty. The pandemic disrupted their daily routines, and it added a layer of complexity to the already resource-constrained environment. During these times, employees would conserve their resources to maintain competitiveness, one of which is knowledge hiding. While economic activities are resuming, the appearance of new variants could mean the transition towards endemicity could be put on hold. Hence, there is a need to rethink the behaviour of employees as they would have elevated levels of anxiety towards resuming daily work activities. Therefore, this study aims to address the question of understanding employees’ perspectives toward knowledge sharing and knowledge hiding.

Design/methodology/approach

Drawing on the conservation of resources theory, social learning theory and the social exchange theory (SET), a conceptual framework involving ethical leadership was developed to examine if knowledge hiding or knowledge sharing behaviour is a resource for employees during these times. The partial least squares method of structural equation modelling was used to analyse results from 271 white-collar employees from Singapore.

Findings

The results show that ethical leadership encourages knowledge sharing but does not reduce knowledge hiding. At the same time, knowledge hiding, not knowledge sharing, improves one’s perception of work performance. Additionally, psychological safety is the key construct that reduces knowledge hiding and encourages sharing behaviour.

Originality/value

Overall, this study extends the theories, demonstrating that, first and foremost, knowledge hiding is a form of resource that provides employees with an added advantage in work performance during the endemic. At the same time, we provide a new perspective that ethical leaders’ demonstration of integrity, honesty and altruism alone is insufficient to encourage knowledge sharing or reduce knowledge hiding. It must lead to a psychologically safe environment.

Self-determination theory and its predictors for sharing knowledge: a critical review

Purpose

This study aims to evaluate the impact of extrinsic, intrinsic and amotivation on an individual’s knowledge-sharing behavior.

Design/methodology/approach

The authors reviewed the literature on self-determination theory (SDT) as an applied predictor of knowledge-sharing behavior, and documented the extent to which SDT conceptual framework components have been studied in relation to predict knowledge sharing.

Findings

Building from SDT and its sub-theories, this study uncovers a gap in the knowledge-sharing literature as the continuum of the SDT framework has yet to fully be applied to knowledge-sharing behavior.

Originality/value

Contributing to the literature on knowledge management and knowledge sharing, this study is the first, to the best of the authors’ knowledge, of its kind to apply Deci and Ryan’s self-determination continuum, in its entirety, to a knowledge-sharing conceptual framework. The authors thereby address the potential impact of amotivation on an individual’s knowledge-sharing behavior.

A relação entre liderança e o engajamento dos profissionais no segmento de serviços de alimentação em Bares e Restaurantes (foodservice)

O objetivo do artigo foi verificar a existência de relacionamento entre o tipo de liderança e o engajamento dos colaboradores com a organização. Para se atingir o objetivo foi efetuado um levantamento transversal, junto a profissionais do setor de alimentos e bebidas, ligados a área de bares e restaurantes na cidade de São Paulo, sendo coletadas 146 respostas válidas. Os dados foram analisados por meio da análise de variância (Anova), por meio do teste de Levene, para se verificar diferenças nas variâncias, de forma a se testar os dados demográficos, utilizou-se o teste T, com nível de significância 0,05. Os resultados demonstram a importância da liderança empoderadora e diretiva em relação ao engajamento dos profissionais do setor Alimentos e Bebidas, na área de Bares e Restaurantes.