The Trickle-up Effect of Followers’ Knowledge Sharing Behavior on Leaders’ Innovative Behavior
authors
keywords
- Leader innovative behavior
- Psychological Capital
- Knowledge sharing behavior
- Goal orientation
document type
COMMabstract
The current study tested a multi-level moderated mediation model to understand the indirect effect of employees’ knowledge-sharing behavior (KSB) on leaders’ innovative behavior via leader psychological capital (PsyCap) under the moderating conditions of leader learning goal orientation and performance approach goal orientation. We collected multilevel and multi-sources data from 708 employees, 240 team leaders, and 80 operational managers using three surveys. We developed four alternative models (due to multi-source data of self-rated vs. other rated) for each measurement and hypothesized model and tested them using multi-level confirmatory analysis and multi-level structural regression model, respectively. The results showed that employees’ KSB (self-rated and team leader rated) has a positive and significant indirect effect on leaders’ innovative behavior (self-rated & manager rated) via leader PsyCap. Furthermore, leader learning goal orientation and performance approach goal orientation moderate positively and negatively, respectively, the above-mentioned indirect effects. This is the first study of its nature that examined the trickle-up indirect effect of employees’ KSB on leaders’ innovative behavior via leader PsyCap, along with the moderation of leader learning goal orientation and performance approach goal orientation. This study also provides a methodological contribution because it tested the measurement and hypothesized models with a multi-level modeling technique in Mplus, using four alternative models based on combinations of self-rated and other rated responses collected at three different levels (managers, team leaders, and employees).