Welcome to Francis Academic Press

Academic Journal of Engineering and Technology Science, 2020, 3(7); doi: 10.25236/AJETS.2020.030704.

Research on the Impact of Inclusive Leadership on Team Knowledge Sharing——A Multilevel Model Test With Two-Dimensional Identity as the Mediator

Author(s)

Ziyun Jiang

Corresponding Author:
Ziyun Jiang
Affiliation(s)

School of ShangHai University, 200000, China

Abstract

Team knowledge sharing, as an important part of team knowledge management, plays a key role in team knowledge innovation. Inclusive leadership is a kind of relational leadership style, which has a positive impact on team knowledge sharing. Based on the theory of social identity, this paper examines the influence of inclusive leadership on team knowledge sharing. In addition, it also studies the mediating mechanism of team employees'recognition of team and leadership. This paper uses the method of questionnaire to make quantitative analysis, and the results need to be further explored.

Keywords

inclusive leadership, team knowledge sharing, leadership identification, team identification

Cite This Paper

Ziyun Jiang. Research on the Impact of Inclusive Leadership on Team Knowledge Sharing——A Multilevel Model Test With Two-Dimensional Identity as the Mediator. Academic Journal of Engineering and Technology Science (2020) Vol. 3 Issue 7: 23-36. https://doi.org/10.25236/AJETS.2020.030704.

References

[1] Nembhard I M, Edmondson A C. Making it safe: Theeffects of leader inclusiveness and professional statuson psychological safety and improvement efforts inhealth care teams [J]. Journal of Organizational Be-havior, 2006, 27 (7): 941-966.
[2] 钟竞, 邓婕, 罗瑾琏. 包容型领导对团队绩效及员工创新绩效的影响——有调节的中介模型 [J]. 科学学与科学技术管理, 2018, 39 (09): 137-148.
[3] Carmeli, A., Reiter - Palmon, R., Ziv, E. Inclusive leader-ship and employee involvement in creative tasks in the work-place: The mediating role of psychological safety [J]. Creativi-ty Research Journal, 2010, 22(3): 250-260.
[4] 韩志伟. 团队领导组织公民行为与团队员工角色内绩效 [D]. 哈尔滨师范大学, 2018.
[5] 樊斌, 鞠晓峰. 企业知识共享的正负效应分析 [J].学术交流, 2008 (04): 88-91.
[6] Randel A E, Galvin B M, Shore L M, et al. Inclusiveleadership: Realizing positive outcomes through be-longingness and being valued for uniqueness [J]. Hu-man Resource Management Review, 2018, 28 (2): 190-203.
[7] Brown B K, Subramaniam C, Ali H. Inclusive leader-ship, safety climate and safety behaviour: A proposedframework [J]. International Journal of Academic Re-search in Business & Social Sciences, 2017, 7 (2): 330-342.
[8] Hirst G, Knippenberg D V, Zhou J. A cross-level per-spective on employee creativity: Goal orientation, teamlearning behavior, and individual creativity [J]. Academy of Management Journal, 2006, 46 (6): 1222-1231.
[9] Wang S, Noe R A. Knowledge sharing: A review anddirections for future research [J]. Human ResourceManagement Review, 2010, 20 (2): 115-131.
Srivastava A, Bartol K M, Locke E A. Empowering
[10] leadership in management teams: Effects on knowle-dge sharing, efficacy, and performance [J]. Academy of Management Journal, 2006, 49 (6): 1239-1251.
[11] Rownme, Mitchell M S. Ethical and unethical leadership: exploring new avenues for future research [J]. Business ethics quarterly, 2010, 20 (4): 583-616.
[12] 骆正清. 知识密集型企业研发团队的包容型领导对创新绩效影响的实证研究 [A]. 中国管理现代化研究会, 复旦管理学奖励基金会. 第十三届 (2018) 中国管理学年会论文集 [C]. 中国管理现代化研究会, 复旦管理学奖励基金会: 中国管理现代化研究会, 2018: 15.
[13] 于子涵, 褚福磊. 基于大五人格的企业员工创新行为研究 [J]. 技术与创新管理, 2012 (4): 381-383.
[14] Hirake, Pengac, Carmelia. Linking leader inclusiveness to work unit performance: the importance ofpsychological safety and learning from failures [J]. The leadership quarterly, 2012, 23 (1): 107-117.
[15] Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: empowerment and dependency. Journal of Applied Psychology, 88 (2), 246-255.
[16] Van Der Vegt, G. S., & Bunderson, J. S. (2005). Learning  and  performance  in multidisciplinary teams: The importance of collective team identification. Academy of Management Journal, 48 (3), 532-547.
[17] 栾琨, 谢小云. (2014). 国外团队认同研究进展与展望. 外国经济与管理, 36 (4), 57-64.
[18] González, R., & Brown, R. (2006). Dual identities in intergroup contact: Group status and size moderate the generalization of positive attitude change. Journal of Experimental Social Psychology, 42 (6), 753-767
[19] Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88 (2), 246-255.
[20] Richter A W, West M A, Van Dick R, et al. Boun-dary spanners' identification, intergroup contact, and effective intergroup relations [J]. Academy of Manage-ment Journal, 2006, 49 (6): 1252-1269.
[21] Janssen O, Huang X. Us and me: Team identificationand individual differentiation as complementarydrivers of team members' citizenship and creative be-haviors [J]. Journal of Management, 2008, 34 (1): 69-88.
[22] Van Der Vegt G S, Van De Vliert E, Oosterhof A. In-formational dissimilarity and organizational citizenshipbehavior: The role of intrateam interdependence andteam identification [J]. Academy of Management Jour-nal, 2003, 46 (6): 715-727.
[23] Korte R F. A review of social identity theory with im-plications for training and development [J]. Journal of European Industrial Training, 2007, 31 (3): 166-180.
[25] Sluss, D. M., Ployhart, R. E., Cobb, M. G., & Ashforth, B. E. (2012). Generalizing newcomers' relational and organizational identifications: Processes and prototypicality. Academy of Management Journal, 55 (4), 949-975.
[26] Pratt, M. G. (1998). To be or not to be: Central questions in organizational identification. In D. A. Whetten & P. C. Godfrey (Eds.), Foundations for organizational science. Identity in organizations: Building theory through conversations (pp. 171-207). Thousand Oaks, CA: Sage Publications.
[27] Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88 (2), 246-255.
[28] Conger, J. A., & Kanungo, R. N. (1998). Charismatic leadership in organizations. Thousand Oaks. CA: Sage Publications.
[29] 丁楠. 高管团队社会网络, 运作过程与绩效间关系研究 [D]. 江苏大学, 2010.
[30] 汤超颖, 刘洋, 王天辉. 科研团队魅力型领导, 团队认同和创造性绩效的关系研究 [J]. 科学学与科学技术管理, 2012, 33 (10): 155-162.
[31] Cicero, L, & Pierro, A. (2007). Charismatic leadership and organizational outcomes: The mediating role of employees' work-group identification. International Journal of Psychology, 42 (5), 297-306.
[32] 孙利平, 凌文辁, 方俐洛. 认同内化在企业德行领导与员工敬业度之间的中介作用 [J]. 企业经济, 2009 (9): 61-63
[33] Sluss D M, Ployhart R E, Cobb M G, et al.Generalizing newcomers’relational and organizational identifications: processes and prototypicality [J]. Academy of Management Journal, 2012, 55 (4): 949975
[34] Tajfel H, Turner J C. The social identity theory of intergroup behavior. In Worchel S, Austin W, eds. Psychology of Intergroup Relations [M]. Chicago: Nelson-Hall, 1986.
[35] 唐春勇, 陈冰, 赵曙明. 中国文化情境下包容性领导对员工敬业度的影响 [J]. 经济与管理研究, 2018, 3 (39): 110-120.
[36] 简浩贤, 徐云飞, 曹曼, 等. 基于组织认同视角的包容性领导与员工敬业度关系研究 [J] 管理学报, 2017, 14 (11): 1624- 1630.
[37] 景保峰. 包容型领导对员工创造力的影响-基于内在动机和心理可得性的双重中介效应 [J]. 技术经济, 2015, 34 (3): 27-32.
[38] 朱瑜, 钱姝婷.包容型领导研究前沿探析与未来展望 [J] 外国经济与管理, 2014 (2): 55-64.
[39] van Knippenberg D, van Knippenberg B, De Cremer D, et al. Leadership self and identity: a review and research agenda [J]. Leadership Quarterly, 2004, 15 (6): 825-856.