The impact of leadership styles on knowledge-sharing behavior: a review of literature

Purpose This study aims to summarize the extant literature investigating the impact of leadership styles on the knowledge-sharing behavior of followers in the organizational context. Design/methodology/approach A thorough review of the literature was conducted. Empirical, as well as conceptual, studies examining the relationship between leadership styles and follower knowledge-sharing behavior were reviewed. Findings Based on the findings of the studies reviewed, a theoretical framework is presented. The framework lists various leadership styles that have been found to significantly affect desirable individual- and team-level outcomes through a host of underlying mechanisms and subsequent knowledge sharing by the subordinates. Practical implications The theoretical framework proposed in this study holds direct relevance for practicing managers. It provides a range of leadership styles that managers may choose from and practice to successfully elicit knowledge sharing among their subordinates. Originality/value Considering the vast array of studies exploring the role of leadership in predicting followers’ knowledge-sharing behavior, the present study contributes by summarizing the scattered literature on the same. The framework is of immediate value to executives and saves hours of reading time by presenting the most relevant information in a condensed and easy-to-digest format.