The Relationship of Empowering Leadership and Knowledge Sharing Behavior: A Review in Tokat Provincial Directorate For National Education

Year 2023, Volume: 13 Issue: 1, 807 - 824, 23.03.2023

Mehtap Aras

https://doi.org/10.48146/odusobiad.1146058

Abstract

The aim of the study is to examine the relationship between empowering leadership and knowledge sharing behavior in educational institutions. The population of the research consists of 135 employees working in Tokat Provincial Directorate for National Education. With the simple random sampling method, the research questionnaire was sent to all employees online and 107 questionnaires were evaluated. Analysis SPSS. 26 program and it was determined as a result of correlation analysis that there is a significant relationship between empowering leadership and knowledge sharing (r=.667, p=0.01). It was concluded that the relationship between empowerment and supporting dimensions, which are sub-dimensions of empowering leadership, and knowledge sharing behavior is at a moderate level, while the relationship between responsibility and knowledge sharing behavior is low. According to the results of regression analysis, it was revealed that empowering leadership had a significant effect on knowledge sharing behavior.

Keywords

leadership, empowering leadership, knowledge sharing, knowledge management, national education

Güçlendirici Liderlik ve Bilgi Paylaşma Davranışı İlişkisi: Tokat İl Milli Eğitim Müdürlüğü’nde Bir İnceleme

Abstract

Çalışmanın amacı, eğitim kurumlarında güçlendirici liderlik ile bilgi paylaşma davranışı arasındaki ilişkiyi incelemektir. Araştırmanın evrenini Tokat İl Milli Eğitim Müdürlüğünde görev yapan 135 çalışan oluşturmaktadır. Basit tesadüfi örnekleme yöntemi ile tüm çalışanlara araştırma anketi online olarak iletilmiş ve 107 anket değerlendirmeye alınmıştır. Analizler SPSS. 26 programı ile test edilmiş olup güçlendirici liderlik ile bilgi paylaşımı arasında (r=,667, p=0.01) anlamlı ilişki olduğu korelasyon analizleri sonucunda tespit edilmiştir. Güçlendirici liderliğin alt boyutlarından yetki verme (r=,648, p=0.01) ve destekleme (r=,616, p=0.01) ile bilgi paylaşma davranışı arasındaki ilişkinin orta düzeyde ilişkili olduğu, sorumluluk alt boyutunun ile bilgi paylaşma davranışı arasındaki ilişkinin ise (r=,395, p=0.01) düşük düzeyde ilişkili olduğu sonucuna ulaşılmıştır. Regresyon analizi sonucunda ise güçlendirici liderliğin bilgi paylaşma davranışı üzerinde anlamlı bir etkisi olduğu ortaya konulmuştur.

Keywords

liderlik, güçlendirici liderlik, bilgi paylaşma, bilgi yönetimi, milli eğitim

References

• Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied Psychology, 90(5), 945–955.
• Akpotu, C., & Tamunosiki-Amadi, J. (2013). Transformational leadership and knowledge sharing in ICT based organizations in Nigeria. International Journal of Business and Social Science, 4(12), 100-106.
• Alnesr, B. & Ramzani, S. (2019). The impact of transformational leadership on innovation through the mediating role of knowledge sharing in public and private universities of Syria. Journal of Business and Management, 21(2), 76-82.
• Al-Ahmad Chaar, S. & Easa, N.F. (2020). Does transformational leadership matter for innovation in banks? The mediating role of knowledge sharing. International Journal of Disruptive Innovation in Government, 1(1): 36-57.
• Aras, M. (2021). Problems of Knowledge Management: Seeing The Dark Side! İçinde Dark Side of Digital Organizations. (Ed. İ. Öztürk). Berlin: Peter Lang. (ss. 53-68).
• Arnold, J.A., Arad, S., Rhoades, J.A. & Drasgow, F. (2000). The empowering leadership questionnaire: the construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21(3), 249-269.
• Bavik, Y. L., Tang, P. M., Shao, R., & Lam, L. W. (2018). Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths. The Leadership Quarterly, 29(2), 322–332.
• Baytok, A., Kurt, M. & Zorlu, O. (2014). The role of transformational leader on knowledge sharing practices: a study about international hotel chains. European Journal of Business and Management, 6(7), 1-17.
• Bell DeTienne, K., Dyer, G., Hoopes, C.L., & Harris, S. (2004). Toward a Model of Effective Knowledge Management and Directions for Future Research: Culture, Leadership, and CKOs. Journal of Leadership & Organizational Studies, 10(4), 26- 43.
• Burpitt, W.J. & Bigoness, W.J. (1997). Leadership and innovation among teams: the impact of empowerment. Small group Res. 28(3), 414–423.
• Carmeli, A., Atwater, L. & Levi, A. (2011). How leadership enhances employees’ knowledge sharing: the intervening roles of relational and organizational identification. The Journal of Technology Transfer, 36(3): 257-274.
• Chen, L. Y. ve Barnes. B. (2006). Leadership Behaviours and Knowledge sharing in professional service firms engaged in strategic alliances. Journal of Applied Management and Entrepreneurship, 11(2), 51-69.
• Chen, G., Sharma, P. N., Edinger, S. K., Shapiro, D. L., & Farh, J. L. (2011). Motivating and demotivating forces in teams: cross-level influences of empowering leadership and relationship conflict. The Journal of applied psychology, 96(3), 541-557.
• Cheong, M., Yammarino, F. J., Dionne, S. D., Spain, S. M., & Tsai, C.-Y. (2019). A review of the effectiveness of empowering leadership. The Leadership Quarterly, 30(1), 34–58.
• Cheong, M., Spain, S. M., Yammarino, F. J., & Yun, S. (2016). Two faces of empowering leadership: Enabling and burdening. Leadership Quarterly, 27, 602-616.
• Chun-Fang Chiang & Jou-an Chen (2021). How Empowering Leadership and a Cooperative Climate Influence Employees’ Voice Behavior and Knowledge Sharing in the Hotel Industry, Journal of Quality Assurance in Hospitality & Tourism, 22(4), 476-495.
• Dağlı, E. ve Kalkan, F. (2021). Okul Müdürlerinin Güçlendirici Liderlik Davranışları ile Öğretmenlerin Öz Yeterlik Algıları ve İş Doyumu Düzeyleri Arasındaki İlişki, Eğitim ve Bilim, 46(208), 105-123.
• de Vries, R. E., Bakker-Pieper, A., & Oostenveld, W. (2010). Leadership = communication? The relations of leaders’ communication styles with leadership styles, knowledge sharing and leadership outcomes. Journal of Business and Psychology, 25, 367–380.
• Doğru, Ç. (2018). The Mediating Effect of Trust In Leader On The Relationship Between Empowering Leadership and Employee Creativity. OPUS Uluslararası Toplum Araştırmaları Dergisi, 8(15), 1539-1561.
• Elrehail, H. (2018). The relationship among leadership, innovation and knowledge sharing: A guidance for analysis, Data in Brief, 19,128-133.
• Gill, A., Mathur, N., Sharma, S. P. & Bhutani, S. (2011). The effects of empowerment and transformational leadership on employee intentions to quit: A study of restaurant workers in India, International Journal of Management, 28(1), 217-229.
• Grill, M., Pousette, A., Nielsen, K., Grytnes, R., & Törner, M. (2017). Supervisors and teachers’ influence on expectations on empowering leadership among students in vocational education and training. Empirical Research in Vocational Education and Training, 9(1), 1-15.
• Fong, K.H. & Snape, E. (2015). Empowering Leadership, Psychological Empowerment and Employee Outcomes: Testing a Multi-Level Mediating Model. British Journal of Management, 26, 126-138.
• Han, S., Seo, G., Yoon, S. & Yoon, D. (2016). Transformational Leadership and Knowledge Sharing: Mediating Roles of Employee’s Empowerment, Commitment, and Citizenship Behaviors, Journal of Workplace Learning, 28(3), 130-149.
• Harris, T.B., Li, N., Boswell, W.R., Zhang, X. & Xie, Z. (2014). Getting what’s new from newcomers: empowering leadership, creativity, and adjustment in the socialization context. Personnel Psychology. 67, 567–604.
• Hassan, S., Mahsud, R., Yukl, G., & Prussia, G. E. (2013). Ethical and empowering leadership and leader effectiveness. Journal of Managerial Psychology, 28(2), 133-146.
• Hendryadi, S.S. & Purwanto, B. (2019) Bureaucratic culture, empowering leadership, affective commitment, and knowledge sharing behavior in Indonesian government public services, Cogent Business & Management, 6:1, 1680099.
• Huang, Q., Davison, R.M., Liu, H., & Gu, J. (2008). The Impact of Leadership Style on Knowledge-Sharing Intentions in China. Journal of Global Information Management (JGIM), 16, 67-91.
• Humborstad, S. I. W., Nerstad, C. G. L., & Dysvik, A. (2014). Empowering leadership, employee goal orientations and work performance: A competing hypothesis approach. Personnel Review, 43(2), 246–271.
• İlhan, M. & Çetin, B. (2013). Çevrimiçi Öğrenmeye Yönelik Hazır Bulunuşluk Ölçeği'nin (ÇÖHBÖ) Türkçe Formunun Geçerlik ve Güvenirlik Çalışması. Eğitim Teknolojisi Kuram ve Uygulama, 3(2) , 72-101.
• İmamoglu, E. B. ve Dönmez Turan, A. (2019). Güçlendirici liderlik ile bilgi paylaşımı davranışı arasındaki ilişkide algılanan örgütsel desteğin aracı rolü: Bilişim sektöründe bir araştırma. Istanbul Management Journal, 87, 27-48.
• Karavardar, G. (2012). Çalışan İlişkileri ve Bilgi Paylaşımı: Bankacılık Sektöründe Bir Uygulama. Çankırı Karatekin Üniversitesi İİBF Dergisi, 2(1), 143-156. Kılıç, S. (2016). Statistically Speaking. Journal of Mood Disorders (JMOOD), 6(1), 47-48.
• Kim, S. L., & Yun, S. (2015). The effect of coworker knowledge sharing on performance and its boundary conditions: An interactional perspective. Journal of Applied Psychology, 100(2), 575-582.
• Konan, N., ve Çelik O.T. (2017). Okul Müdürlerinin Güçlendirici Liderliğine İlişkin Öğretmen Algısı. Bartın Üniversitesi Eğitim Fakültesi Dergisi, 6(1), 322- 335. Konan, N., ve Çelik O.T. (2018). Güçlendirici liderlik ölçeğinin eğitim örgütleri için Türkçe’ye uyarlaması: Geçerlik ve güvenirlik çalışması. Kastamonu Education Journal, 26(4), 1043-1054.
• Konczak, L. J., Stelly, D. J., & Trusty, M. L. (2000). Defining and measuring empowering leader behaviors: Development of an upward feedback instrument. Educational and Psychological Measurement, 60(2), 301-313.
• Le, P.B., & Lei, H. (2017). How transformational leadership supports knowledge sharing: Evidence from Chinese manufacturing and service firms. Chinese Management Studies, 11, 479-497.
• Le, P.B. & Lei, H. (2018a). The mediating role of trust in stimulating the relationship between transformational leadership and knowledge sharing processes. Journal of Knowledge Management, 22(3), 521–537.
• Le, P.B. & Lei, H. (2018b). Fostering knowledge sharing behaviours through ethical leadership practice: The mediating roles of disclosure-based trust and reliance-based trust in leadership. Knowledge Management Research and Practice, 16(2), 183-195.
• Le, P.B. & Lei, H. (2019). Determinants of innovation capability: The roles of transformational leadership, knowledge sharing and perceived organizational support. Journal of Knowledge Management, 23(3), 527–547.
• Le, B.P., Lei, H., Phouvong, S., Than, T.S., Nguyen, T.M.A. & Gong, J. (2018). Self-efficacy and optimism mediate the relationship between transformational leadership and knowledge sharing. Social Behavior and Personality: An International Journal, 46(11), 1833-1846.
• Lee, J., Lee, H., & Park, J. (2014). Exploring the impact of empowering leadership on knowledge sharing, absorptive capacity and team performance in IT service. Information Technology & People, 27, 366-386.
• Lee, M., & Ding, A. (2020). Comparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective. PsyCh journal, 9(5), 668–681.
• Lee, J.Y., Jang, S.H. & Lee, S.Y. (2018). Paternalistic leadership and knowledge sharing with outsiders in emerging economies: Based on social exchange relations within the China context. Personnel Review, 47(5), 1094-1115.
• Lee, Y., Lu, T., Yang, C.C. & Chang, G. (2019). A multilevel approach on empowering leadership and safety behavior in the medical industry: The mediating effects of knowledge sharing and safety climate, Safety Science, 117, 1-9.
• Lee, P., Gillespie, N., Mann, L., & Wearing, A. (2010). Leadership and trust: Their effect on knowledge sharing and team performance. Management Learning, 41, 473–491.
• Lei, H., Ha, A.T.L. & Le, P.B. (2020). How ethical leadership cultivates radical and incremental innovation: the mediating role of tacit and explicit knowledge sharing. Journal of Business & Industrial Marketing, 35(5), 849-862.
• Li, G., Shang, Y., Liu, H., & Xi, Y. (2014). Differentiated transformational leadership and knowledge sharing: A cross-level investigation. European Management Journal, 32, 554–563.
• Masa’deh, R.E., Obeidat, B.Y. & Tarhini, A. (2016). A jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance: a structural equation modelling approach. Journal of Management Development, 35(5), 681-705.
• Martínez-Córcoles, M., Tomás, I., Gracia, F.J., & Peiró, J.M. (2021). The power of empowering team leadership over time: A multi-wave longitudinal study in nuclear power plants. Safety Science, 133, 105015.
• Martensson, M. (2000). A Critical Review of Knowledge Management as a Management Tool. Journal of Knowledge Management, 4(3), 204–216. Matić, D., Cabrilo, S., Grubić-Nešić, L., & Milic, B. (2017). Investigating the impact of organizational climate, motivational drivers, and empowering leadership on knowledge sharing. Knowledge Management Research & Practice, 15, 431-446.
• Mueller, J. (2014). A specific knowledge culture: Cultural antecedents for knowledge sharing between project teams. European Management Journal, 32(2), 190–202.
• Muhammed, S.& Zaim, H. (2020). Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success. Journal of Knowledge Management, 24(10), 2455-2489.
• Mishra, M. & Pandey, A. (2018). The impact of leadership styles on knowledge-sharing behavior: a review of literature, development and learning in organizations. An International Journal, 33(1), 16-19.
• Mittal, S. & Dhar, L. (2015). Transformational leadership and employee creativity: mediating role of creative self-efficacy and moderating role of knowledge sharing. Management Decision, 53(5), 894-910.
• O’Donnell, M., Yukl, G. & Taber, T. (2012). Leader behavior and LMX: a constructive replication. Journal of Managerial Psychology, 27, 143-54.
• Öztürk, İ. ve Aras, M. (2021). Mantar Yönetim Tarzı ve Örgütsel Dedikodunun Bilgi Paylaşımına Etkisi. Doğuş Üniversitesi Dergisi, 22(2), 121-134.
• Pelenk, S. E. (2020). Güçlendirici Liderlik Davranışlarının Bireysel Performansa Etkisi. Cumhuriyet Üniversitesi İktisadi ve İdari Bilimler Dergisi, 21(1), 308-330.
• Phong, L. B., Hui, L., & Son, T. T. (2018). How leadership and trust in leaders foster employees’ behavior toward knowledge sharing. Social Behavior and Personality, 46(5), 705–720.
• Raub, S. & Robert, C. (2010). Differential effects of empowering leadership on in-role and extra-role employee behaviors: exploring the role of psychological empowerment and power values, Human Relations, 63(11), 1743-1770.
• Rawung, F. H., Wuryaningrat, N. F., & Elvinita, L. E. (2015). The influence of transformational and transactional leadership on knowledge sharing: An empirical study on small and medium businesses in Indonesia. Asian Academy of Management Journal, 20, 123–145.
• Sharma, P. N., & Kirkman, B. L. (2015). Leveraging leaders: A literature review and future lines of inquiry for empowering leadership research. Group & Organization Management, 40(2), 193-237.
• Siachou, E., Gkorezis, P& Adeosun, F. (2020). The relationship between empowering leadership and volunteers' service capability: intention to share knowledge as mediator. Evidence-based HRM, 8(2), 215-235.
• Singh, R. (2020). Information Exchange at a Distance: Examining the Influence of Leadership on Knowledge Sharing in Virtual Teams, Journal of the Australian Library and Information Association, 70(2), 125-138.
• Sipahi, B., Yurtkoru, E.S. ve Çinko, M. (2010). Sosyal bilimlerde SPSS’le veri analizi. İstanbul: Beta Yayınları.
• Srivastava, A., Bartol, K. M., & Locke, E. A. (2006). Empowering Leadership in Management Teams: Effects on Knowledge Sharing, Efficacy, and Performance. Academy of Management Journal, 49(6), 1239–1251.
• Somech, A. (2005). Teachers’ personal and team empowerment and their relations to organizational outcomes: Contradictory or compatible constructs? Educational Administration Quarterly, 41(2), 237-266.
• Song, C., Park, K. R., & Kang, S.W. (2015). Servant leadership and team performance: The mediating role of knowledge-sharing climate. Social Behavior and Personality: An international journal, 43, 1749-1760.
• Sosik, J.J., Chun, J.U., & Zhu, W. (2014). Hang on to Your Ego: The Moderating Role of Leader Narcissism on Relationships Between Leader Charisma and Follower Psychological Empowerment and Moral Identity. Journal of Business Ethics, 120, 65-80.
• Sönmez Çakır, F. & Adıgüzel, Z. (2020). Evaluation of Empowering Leadership and Knowledge Sharing on Organization and Organization Employees, Optimum Journal of Economics and Management Sciences, 7(2), 593-612.
• Şama, E. ve Kolamaz, C. (2011). Destekleyici ve geliştirici liderlik özellikleri ile örgütsel bağlılık arasındaki ilişki. Türk Eğitim Blimleri Dergisi, 9(2), 313-342.
• Tuckey, M. R., Bakker, A. B., & Dollard, M. F. (2012). Empowering leaders optimize working conditions for engagement: a multilevel study. Journal of occupational health psychology, 17(1), 15-27.
• Tung, H.L. & Chang, Y.H. (2011). Effects of empowering leadership on performance in management team, Journal of Chinese Human Resources Management, 2(1), 43-60.
• Tripathi, D., Priyadarshi, P., Kumar, P. & Kumar, S. (2021). Does servant leadership affect work role performance via knowledge sharing and psychological empowerment?. VINE Journal of Information and Knowledge Management Systems, 51(5), 792-812.
• Ugwu, C. I., Onyancha, O. B., & Fombard, M. (2020). Transformational and transactional leadership and knowledge sharing in Nigerian university libraries. IFLA Journal, 46(3), 207–223.
• Vecchio, R. P., Justin, J. E., & Pearce, C. L. (2010). Empowering leadership: An examination of mediating mechanisms within a hierarchical structure. The Leadership Quarterly, 21(3), 530-542.
• Wang, S., & Noe, R. A. (2010). Knowledge sharing: a review and directions for future research. Human Resource Management Review, 20, 115–131. Wilkinson, A. (1998). Empowerment: theory and practice. Personnel review, 27(1), 40-56.
• Yeo, R.K. & Youssef, M.A. (2010). Survey on knowledge sharing in organizations. Access http://spreadsheets.google.com/viewform?formkey Yukl, G., O’Donnell, M. & Taber, T. (2009). Influence of leader behaviors on leader member exchange relationship”, Journal of Managerial Psychology, 24(4), 289-99.
• Xia, Z., & Yang, F. (2020). Ethical Leadership and Knowledge Sharing: The Impacts of Prosocial Motivation and Two Facets of Conscientiousness. Frontiers in psychology, 11, 581236
• Xiao, X., Liu, F., Zhou, F., & Chen, S. (2018). Narcissistic leadership and employees’ knowledge sharing: Influence of organizational identification and collectivism. Social Behavior and Personality: An international journal, 46(8), 1317-1330.
• Xue, Y., Bradley, J., & Liang, H. (2011). Team climate, empowering leadership, and knowledge sharing. Journal of knowledge management, 15(2), 299-312.
• Zeb, A., Abdullah, N.H., Hussain, A. & Safi, A. (2020). Authentic leadership, knowledge sharing, and employees’ creativity. Management Research Review, 43(6), 669-690.
• Zhang, X. & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1),107-128.