Leading with Humility: Servant Leadership on Knowledge Sharing Via Organizational Citizenship Behavior and Trust in Private Organization
DOI:
https://doi.org/10.55737/qjss.791000496Keywords:
Servant Leaders, Private Organizations, Social Learning Theory, Knowledge SharingAbstract
The current research investigated the extent to which leaders can encourage knowledge sharing by carrying it out ethically. We hypothesize that servant leadership has the ability to encourage the sharing of knowledge, drawing on the principles of social learning theory. Furthermore, social learning theory demonstrates that organizational citizenship behavior (OCB) as a mediator and trust as a moderator can boost knowledge sharing among employees in private organizations. In the private organization’ KP, Pakistan, we collected data from 340 managers and employees in three phases. Furthermore, the analysis tool SPSS was used to evaluate the model and investigate the effects of mediation and moderation. The findings indicate that servant leadership has a positive association with knowledge sharing, and this relationship is strongly mediated by OCB. Moreover, trust positively moderates this relationship. Our research suggests that servant leaders can foster knowledge sharing via OCB and employee trust.
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