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Which Leadership Styles Matter to Subordinates’ Knowledge Behavior? Focusing on the Occupational Self-Efficacy and Self-Regulatory Focus

    Authors

    • Jaehong Joo
    • Rachel Ju
    • Ji Hoon Song

    Department of Educational Technology, Hanyang University, Seoul, South Korea

,
10.33844/ijol.2024.60398
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Abstract

The purpose of this research is to examine the importance of understanding employees’ self-regulatory capacities and supervisors’ leadership styles in enhancing employee knowledge-sharing and mitigating knowledge concealment through improvements in occupational self-efficacy. This research conducted quantitative methodology to investigate the relationships among leadership style, occupational self-efficacy, knowledge-related behavior, and self-regulatory focus. The authors conducted an online survey to investigate factors influencing the knowledge behavior of employees, with a sample of 299 employees in South Korea. This research revealed that both transformational and transactional leadership indirectly influence subordinates’ knowledge-sharing and -hiding by enhancing occupational self-efficacy. Also, this research found that moderated mediation of subordinates’ self-regulatory focus has significant effects on the relationships. This research emphasizes the importance of applying an employee’s psychological state, including occupational self-efficacy, personal traits, and regulatory behavior, when assessing the effectiveness of leadership on employees’ knowledge-related behavior. The research has practical implications for human resource development. It emphasizes the importance of monitoring employees’ sense of professional self-efficacy. It also deals with the need for transparent rewards and performance evaluations to effectively manage the double-edged sword of transactional leadership. Finally, it discusses how to design customized leadership programs based on the personality traits of team members.

Keywords

  • Leadership styles
  • Occupational self-efficacy
  • Knowledge sharing
  • Knowledge hiding
  • Self-regulatory focus

Main Subjects

  • Managers leadership tactics and consequences
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International Journal of Organizational Leadership
Volume 13, Issue 1
March 2024
Page 39-58
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  • Article View: 469
  • PDF Download: 473

APA

Joo, J. , Ju, R. and Song, J. H. (2024). Which Leadership Styles Matter to Subordinates’ Knowledge Behavior? Focusing on the Occupational Self-Efficacy and Self-Regulatory Focus. International Journal of Organizational Leadership, 13(1), 39-58. doi: 10.33844/ijol.2024.60398

MLA

Joo, J. , , Ju, R. , and Song, J. H. . "Which Leadership Styles Matter to Subordinates’ Knowledge Behavior? Focusing on the Occupational Self-Efficacy and Self-Regulatory Focus", International Journal of Organizational Leadership, 13, 1, 2024, 39-58. doi: 10.33844/ijol.2024.60398

HARVARD

Joo, J., Ju, R., Song, J. H. (2024). 'Which Leadership Styles Matter to Subordinates’ Knowledge Behavior? Focusing on the Occupational Self-Efficacy and Self-Regulatory Focus', International Journal of Organizational Leadership, 13(1), pp. 39-58. doi: 10.33844/ijol.2024.60398

CHICAGO

J. Joo , R. Ju and J. H. Song, "Which Leadership Styles Matter to Subordinates’ Knowledge Behavior? Focusing on the Occupational Self-Efficacy and Self-Regulatory Focus," International Journal of Organizational Leadership, 13 1 (2024): 39-58, doi: 10.33844/ijol.2024.60398

VANCOUVER

Joo, J., Ju, R., Song, J. H. Which Leadership Styles Matter to Subordinates’ Knowledge Behavior? Focusing on the Occupational Self-Efficacy and Self-Regulatory Focus. International Journal of Organizational Leadership, 2024; 13(1): 39-58. doi: 10.33844/ijol.2024.60398

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