Authentic leadership and employee knowledge sharing behavior

Purpose – The purpose of this paper is to explore the relations of authentic leadership (AL) with employee knowledge sharing behavior and intervening processes. Design/methodology/approach – A correlational study is presented with a sample of 562 workers belonging to diverse Spanish organizations. Findings – The results obtained by means of multiple regression analysis showed positive associations of AL on employees’ knowledge sharing behavior. Specifically, the effect on these employee behaviors was fully mediated by the group innovation climate, and partially by their identification with the workgroup. Research limitations/implications – Future works should study this association in depth and examine possible differential relationships of AL on diverse types employee knowledge, explicit, and implicit, proposed by Nonaka and Takeuchi (1995). Practical implications – The study indicates the type of leadership that should be developed in organizations, and the type of processes and environments to foster in the work units to stimulate acts of sharing knowledge among the members. Originality/value – This is the first study examining innovation group climate and workgroup identification as mediators between AL with employee knowledge sharing behavior.