The Relationship Between Ethical Leadership and Knowledge Sharing: A Systematic Review

Yıl 2021, Cilt: 5 Sayı: 2, 619 - 645, 31.05.2021

Yavuz Selim Düger

https://doi.org/10.29023/alanyaakademik.806259

Cited By: 3

Öz

In this study, it is aimed to reveal conceptually the effect of ethical leadership on knowledge sharing of employees. In this context, a systematic literature review has been conducted. As a result of the examination, it was determined that ethical leadership has strong effects on the formation of knowledge sharing. Also, according to the detailed literature review; it is come up that some factors such as leader-member exchange, organizational citizenship behavior, job satisfaction, self-efficacy, trust in the leader, perceived organizational support, intrinsic motivation, organizational commitment, and organizational identification are both the outcome of ethical leadership and the antecedents of knowledge sharing. It has been concluded that a sufficient correlation has not been established in the literature within the framework of these common factors. It is observed that the relationship between ethical leadership and knowledge sharing is not handled within the framework of such theories as social change theory, role model theory, reciprocity theory, social learning theory, etc. Moreover, it is seen that the possible effects of cultural differences on the relationship between ethical leadership and knowledge sharing behavior have not been investigated by researchers.

Anahtar Kelimeler

Ethical Leadership, Knowledge Sharing, Systematic Review

Etik Liderlik ile Bilgi Paylaşımı Arasındaki İlişki: Sistematik Bir İnceleme

Öz

Bu çalışmada, etik liderliğin çalışanların bilgi paylaşımına olan etkisini kavramsal olarak ortaya koymak amaçlanmaktadır. Bu bağlamda, sistematik literatür incelemesi yapılmıştır. İncelemeler sonucunda, çalışanların bilgi paylaşımı davranışı sergilemesinde etik liderliğin güçlü etkilerinin olduğu belirlenmiştir. Ayrıca, detaylı literatür taraması sonucuna göre; lider-üye değişimi, örgütsel vatandaşlık davranışı, iş tatmini, öz-yeterlilik, lidere olan güven, algılanan örgütsel destek, içsel motivasyon, örgütsel bağlılık ve örgütsel özdeşleşme gibi bazı faktörlerin hem etik liderliğin çıktısı hem de bilgi paylaşımının öncülleri olduğu anlaşılmaktadır. Belirlenen bu ortak faktörler çerçevesinde literatürde yeterince ilişki kurulmadığı sonucuna ulaşılmıştır. Etik liderlik ile bilgi paylaşımı arasındaki ilişki, sosyal değişim teorisi, rol model teorisi, karşılıklılık teorisi, sosyal öğrenme teorisi vb. teoriler çerçevesinde ele alınmadığı gözlemlenmektedir. Bununla birlikte, kültürel farklılıkların etik liderlik ile bilgi paylaşım davranışı arasındaki ilişkiye olan muhtemel etkileri araştırmacılar tarafından incelenmediği de görülmektedir.

Anahtar Kelimeler

Etik Liderlik, Bilgi Paylaşımı, Sistematik İnceleme

Kaynakça

• ABDULLAH, M. I., DECHUN, H., ALİ, M. & USMAN, M. (2019). “Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Relational Social Capital, and Instrumental Thinking”. Frontiers in Psychology, 10(2403): 1-14.
• AHMAD, I., DONIA, M. B. L., KHAN, A. & WARIS, M. (2019). “Do as I say and do as I do? The mediating role of psychological contract fulfillment in the relationship between ethical leadership and employee extra-role performance”. Personnel Review, 48(1): 98-117.
• Al-ALAWI, A.L., Al-MARZOOQI, N.Y. & MOHAMMED, Y.F. (2007). “Organizational culture and knowledge sharing: critical success factors”. Journal of Knowledge Management, 11(2), 22-42.
• AMIN, A., HASSAN, M.F., ARIFFIN, M.B.M. & REHMAN, M. (2011). “Knowledge sharing: two-dimensional motivation perspective and the role of demographic variables”. Journal of Information & Knowledge Management, 10(2): 135-149.
• ANDREEVA, T. & SERGEEVA, A. (2016). “The more the better … or is it? The contradictory effects of HR practices on knowledge‐sharing motivation and behaviour”. Human Resource Management Journal, 26(2): 151-171.
• BARTOL, K. M. & SRIVASTAVA, A. (2002). “Encouraging knowledge sharing: The role of organizational reward systems”. Journal of Leadership & Organizational Studies, 9(1): 64-77.
• BARUTÇUGİL, İ. (2002), Bilgi Yönetimi, Kariyer Yayıncılık, İstanbul.
• BASS, B. M. & AVOLIO, B. J. (1993). Transformational Leadership: A Response to Critiques, Chemers & Ayman (eds.), Leadership Theory and Research Perspectives and Qualitys, Academic Press, San Diego.
• BAVIK, Y. L., TANG, P. M., SHAO, R. & LAM, L. M. (2018). “Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths”. The Leadership Quarterly, 29(2): 322-332.
• BEDI, A., ALPASLAN, C.M. & GREEN, S. (2016). “A Meta-analytic review of ethical leadership outcomes and moderators”. Journal of Business Ethics, 139(3): 517-536.
• BELLO, S. M. (2012). “Impact of Ethical Leadership on Employee Job Performance”. International Journal of Business and Social Science, 3(11): 228-236.
• BHATTI, M.H., AKRAM, U., BHATTI, M.H., RASOOL, H. & SU, X. (2020). “Unraveling the effects of ethical leadership on knowledge sharing: the mediating roles of subjective well-being and social media in the hotel industry”. Sustainability, 12(20): 1-20.
• BOCK, G.‐W., ZMUD, R. W., KIM, Y.‐G. & Lee, J.‐N. (2005). “Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social‐psychological forces, and organizational climate”. MIS Quartely, 29: 87-111.
• BOUZARI, M., SAFAVI, H.P. & VATANKHAH, S. (2020). “The impact of ethical leadership on counterproductivity among cabin crews”. European Journal of Tourism Research 25(2507): 1-20.
• BROWN, M. E. & MITCHELL, M. S. (2010). “Ethical and Unethical Leadership: Exploring New Avenues for Future Research”. Business Ethics Quarterly, 20(4): 583-616.
• BROWN, M. E. & TREVINO, L. K. (2006). “Ethical leadership: a review and future directions”. The Leadership Quarterly, 17(6): 595-616.
• BROWN, M. E. & TREVINO, L. K. (2014). “Do Role Models Matter? An Investigation of Role Modeling as an Antecedent of Perceived Ethical Leadership”. Journal of Business Ethics, 122: 587-598.
• BROWN, M. E., TREVINO, L. K. & Harrison, D. A. (2005). “Ethical Leadership: A Social Learning Perspective for Construct Development and Testing”. Organizational Behavior and Human Decision Processes, 97: 117-134.
• CABRERA, E. F. & CABRERA, A. (2005). “Fostering knowledge sharing through people management practices”. International Journal of Human Resource Management, 16(5): 720-735.
• CHEN, C.-J. & HUNG, S.-W. (2010). “To give or to receive? Factors influencing members’ knowledge sharing and community promotion in professional virtual communities”. Information & Management, 47(4): 226-236.
• CHIANG, H., HAN, T. & CHUANG, J. (2011). “The relationship between high‐commitment HRM and knowledge‐sharing behavior and its mediators”. International Journal of Manpower, 32(5/6): 604-622.
• CHIU, C.-M., HSU, M.-H. & WANG, E. T. G. (2006). “Understanding knowledge sharing in virtual communities: An integration of social capital and social cognitive theories”. Decision Support Systems, 42(3): 1872-1888.
• CONNELLY, C. E. & KELLOWAY, E. K. (2003). “Predictors of employees’ perceptions of knowledge sharing culture”. Leadership and Organization Development Journal, 24(5/6): 294-301.
• CONNELLY, C. E., ZWEIG, D., WEBSTER, J. & TROUGAKOS, J. P. (2012). “Knowledge hiding in organizations”. Journal of Organizational Behavior, 33(1): 64-88.
• CROPANZANO, R. & MITCHELL, M. S. (2005). “Social exchange theory: An interdisciplinary review”. Journal of Management, 31: 874-900.
• DAVENPORT, T. & PRUSAK, L. (1998). Working knowledge: How organizations manage what they know, Harvard Business School Press, Boston.
• De HOOGH, A. H. B. & Den HARTOG, D. N. (2008). “Ethical and despotic leadership, relationships with leader’s social responsibility, top management team effectiveness and subordinates’ optimism: A multi-method study”. The Leadership Quarterly, 19(3): 297-311.
• DECONINCK, J.B. (2015). “Outcomes of ethical leadership among salespeople”. Journal of Business Research, 68(5): 1086-1093.
• DOĞAN, S. & KILIÇ, S. (2009). “Bilgi yönetiminde liderliğin rolü üzerine kavramsal bir inceleme”. Süleyman Demirel Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 14: 87-111.
• DUST, S. B., RESICK, C. J., MARGOLIS, J. A., MAWRITZ, M. B. & GREENBAUM, R. L. (2018). “Ethical leadership and employee success: Examining the roles of psychological empowerment and emotional exhaustion”. The Leadership Quarterly, 29(5): 570–583.
• DÜGER, Y. S. (2020). “Etik Liderlik ve Çalışanların Yenilikçi Davranışı: Lider-Üye Etkileşimi ve Duygusal Zekânın Düzenleyici Aracılık Modeli”. Ahi Evran Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 6(3): 706-725.
• EISENBEISS, S. A. (2012). “Re-thinking ethical leadership: An interdisciplinary integrative approach”. Leadership Quarterly, 23(5): 791-808.
• ELÇİ, M., ŞENER, İ. & ALPKAN, L. (2013). “The impacts of ethical leadership on the antisocial behavior of employees: the mediating role of ethical climate”. Journal of Global Strategic Management, 14: 57-66.
• ELÇİ, M., ŞENER, İ., AKSOY, S. & ALPKAN, L. (2012). “The impact of ethical leadership and leadership effectiveness on employees’ turnover intention: The mediating role of work related stress”. Procedia Social & Behavioral Sciences, 58: 289-297.
• ENGELBRECHT, A.S, HEINE, G. & MAHEMBE, B. (2014). “The influence of ethical leadership on trust and work engagement: An exploratory study”. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 40(1): 1-9.
• FISHBEIN, M. & AJZEN, I. (2010). Predicting and Changing Behavior: The Reasoned Action Approach, Psychology Press, Taylor and Francis, New York.
• FLOOD, P. C., TURNER, T., RAMAMOORTHY, N. & PEARSON, J. (2001). “Causes and Consequences of Psychological Contracts among Knowledge Workers in the High Technology and Financial Services Industries”. International Journal of Human Resource Management, 12(7): 1152-1165.
• FREEMAN, R. E. & STEWART, L. (2006). “Developing Ethical Leadership”. Bridge Papers. Business Roundtable Institute for Corporate Ethics. http://www.inexlibris.com/Articles/download/eadcb623-1da5-42c6-a02a-00bfacabd48b/, 25.08.2020.
• FRY, L. & KRIGER, M. (2009). “Towards a theory of being-centered leadership: Multiple levels of being as context for effective leadership”. Human Relations, 62(11): 1667-1696.
• GAGNE, M. (2009). “A model of knowledge-sharing motivation”. Human Resource Management, 48(4): 571-589.
• GOSWAMI, A.K. & AGRAWAL, R.K. (2018). “A reflection on knowledge sharing research: patterns and trends”. VINE Journal of Information and Knowledge Management Systems, 48(3): 352-372.
• GÖKSEL, A. & AYDINTAN, B. (2017). “How can tacit knowledge be shared more in organizations? A multidimensional approach to the role of social capital and locus of control”. Knowledge Management Research & Practice, 15(1): 34-44.
• HAN, S.H., SEO, G., YOON, S.W. & YOON, D.-Y. (2016). “Transformational leadership and knowledge sharing: Mediating roles of employee’s empowerment, commitment, and citizenship behaviors”. Journal of Workplace Learning, 28(3): 130-149.
• 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.
• HSU, M.-H., JU, T. L., YEN, C.-H. & CHANG, C.-M. (2007). “Knowledge sharing behavior in virtual communities: The relationship between trust, self-efficacy, and outcome expectations”. International Journal of Human-Computer Studies, 65(2): 153-169.
• IPE, M. (2003). “Knowledge sharing in organizations: A conceptual framework”. HRM Development Review, 2: 337-359.
• IŞIK, M. (2018). “Bilgi paylaşımını etkileyen faktörler ve bilgi paylaşım sürecinin yenilikçi iş davranışına etkisi”. Uluslararası İktisadi ve İdari İncelemeler Dergisi, 17. UİK Özel Sayısı, 641-656.
• JAIN, K.K., SANDHU, M.S. & GOH, S.K. (2015). “Organizational climate, trust and knowledge sharing: insights from Malaysia”. Journal of Asia Business Studies, 9(1): 54-77.
• JAVED, B., KHAN, A.A., BASHIR, S. & ARJOON, S. (2017). “Impact of ethical leadership on creativity: the role of psychological empowerment”. Current Issues in Tourism, 20(8): 839-851.
• JAVED, B., RAWWAS, M., KHANDAI, S., SHAHID, K., & TAYYEB, H. (2018). “Ethical leadership, trust in leader and creativity: The mediated mechanism and an interacting effect”. Journal of Management & Organization, 24(3): 388-405.
• JOHNSON, K. W. (2005). “The role of leadership in organizational integrity and five modes of ethical leadership”. Ethical Leadership, EPIC-Online.net, 1−9.
• JORDAN, J., BROWN, M. E., TREVINO, L. K. & FINKELSTEIN, S. (2013). “Someone to look up to: Executive-follower ethical reasoning and perceptions of ethical leadership”. Journal of Management, 39(3), 660-683.
• KALSHOVEN, K., Den HARTOG, D. N. & De HOOGH, A. H. B. (2013). “Ethical leadership and followers’ helping and initiative: The role of demonstrated responsibility and job autonomy”. European Journal of Work and Organizational Psychology, 22(2): 165-181.
• KANUNGO, R. N. & MENDONCA, M. (1996). Ethical Dimensions of Leadership, Sage Publications, Series in Business Ethics, Thousand Oaks.
• KITCHENHAM, B. (2004). “Procedures for performing systematic reviews”. Keele University, Newcastle, 33: 1-26.
• LAM, A. (2000). “Tacit knowledge, organizational learning and societal institutions: An integrated framework”. Organization Studies, 21(3): 487-513.
• LE, P. B. & LEI, H. (2018). “Fostering knowledge sharing behaviours through ethical leadership practice: the mediating roles of disclosure-based trust and reliance-based trust in leadership”. Knowledge Management Research & Practice, 16(2): 183-195.
• LENGNICK-HALL, M. L. & LENGNICK-HALL, C. A. (2003). Human Resource Management in the Knowledge Economy: New Challenges, New Roles, New Capabilities, Berrett-Koehler, San Francisco, CA.
• LIN, C.-P. (2007a). “To Share or Not to Share: Modeling Tacit Knowledge Sharing, Its Mediators and Antecedents”. Journal of Business Ethics, 70: 411–428.
• LIN, C.-P. (2007b). “To share or not to share: Modeling knowledge sharing using exchange ideology as a moderator”. Personnel Review, 36(3): 457-475.
• LIN, C.P. (2008). “Clarifying the relationship between organizational citizenship behaviors, gender, and knowledge sharing in workplace organizations in taiwan. Journal of Business and Psychology, 22: 241-250.
• LIN, H.-F. (2007). “Knowledge sharing and firm innovation capability: An empirical study”. International Journal of Manpower, 28(3/4): 315-332.
• LOWENDAHL, B. R., REVANG, O. & FOSSTENLOKKEN, S. M. (2001). “Knowledge and value creation in Professional service firms: A framework for analysis”. Human Relations, 54(7): 911-931.
• MA, Y., CHENG, W., RIBBENS, B. A., & ZHOU, J. (2013). “Linking ethical leadership to employee creativity: Knowledge sharing and self efficacy as mediators”. Social Behavior and Personality: An International Journal, 41(9): 1409-1419.
• MADENOĞLU, C., UYSAL, Ş., SARIER, Y. & BANOĞLU, K. (2014). “Okul Müdürlerinin Etik Liderlik Davranışları ile Öğretmenlerin İş Doyumlarının Örgütsel Bağlılıkla İlişkisi”. Kuram ve Uygulamada Eğitim Yönetimi Dergisi, 20(1): 47-69.
• MASA'DEH, R., 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.
• MASOOD, K. (2020). “Ethical leadership and knowledge management behaviors: role of organizational citizenship behavior and procedural justice”. International Journal of Science and Business, 4(3): 56-69.
• MAYER, D. M., KUENZI, M., GREENBAUM, R., BARDES, M. & SALVADOR, R. B. (2009). “How low does ethical leadership flow? Test of a trickle-down model”. Organizational Behavior and Human Decision Processes, 108(1): 1-13.
• MEN, C., FONG, P. S., HUO, W., ZHONG, J., JIA, R. & LUO, J. (2018). “Ethical leadership and knowledge hiding: a moderated mediation model of psychological safety and mastery climate”. Journal of Business Ethics, 166: 461-472.
• MIHELIC, K. K, LIPICNIK, B. & TEKAVCIC, M. (2010). “Ethical Leadership”. International Journal of Management & Information Systems. Fourth Quarter, 14(5): 31-42.
• MOHER, D., LIBERATI, A., TETZLAFF, J. & ALTMAN, D.G. (2009). “Preferred reporting items for systematic reviews and meta-analyses: the PRISMA statement”. Journal of Clinical Epidemiology, 62(10): 1006-1012.
• NEUBERT, M. J., CARLSON, D. S., KACMAR, K. M., ROBERTS, J. A. & CHONKO, L. B. (2009). “The virtuous influence of ethical leadership behavior: Evidence from the field”. Journal of Business Ethics, 90: 157-170.
• NONAKA, I. (1994). “A Dynamic Theory of Organizational Knowledge Creation”. Organization Science, 5(1): 14-37.
• NONAKA, I., von KROGH, G. & VOELPEL, S. (2006). “Organizational knowledge creation theory: Evolutionary paths and future advances”. Organization Studies, 27(8): 1179-1208.
• NORTHOUSE, P. G. (2007). Leadership Theory and Practice, 4. Baskı, Sage Publications, Thousand Oaks.
• O’NEILL, B. S. & ADYA, M. (2007). “Knowledge sharing and the psychological contract”. Journal of Managerial Psychology, 22(4): 411-436.
• ÖZDAŞLI, K. & DERYA, S. (2011). Etik ve Etiğe İlişkin Temel Kavramlar. Zeyyat Sabuncuoğlu (Eds.), İşletme Etiği (67-84). Beta Yayınları, İstanbul.
• ÖZSUNGUR, F. (2019). “The impact of ethical leadership on service innovation behavior: The mediating role of psychological capital”. Asia Pacific Journal of Innovation and Entrepreneurship, 13(1): 73-88.
• PARK, H., RIBIERE, V. & SCHULTE, W. D. (2004). “Critical attributes of organizational culture that promote knowledge management technology implementation success”. Journal of Knowledge Management, 8(3): 106-117.
• PICCOLO, R. F., GREENBAUM, R., Den HARTOG, D.N. & FOLGER, R. (2010). “The Relationship between Ethical Leadership and Core Job Characteristics”. Journal of Organizational Behavior, 31(2-3): 259-278.
• QIAN, J., WANG, B., HAN, Z. & SONG, B. (2017). “Ethical Leadership, Leader-Member Exchange and Feedback Seeking: A Double-Moderated Mediation Model of Emotional Intelligence and Work-Unit Structure”. Frontiers Psychology. 8(1174): 1-11.
• QIAN, Y. & JIAN, G. (2020). “Ethical leadership and organizational cynicism: the mediating role of leader-member exchange and organizational identification”. Corporate Communications: An International Journal, 25(2): 207-226.
• QUIGLEY, N. R., TESLUK, P. E., LOCKE, E. A. & BARTOL, K. M. (2007). “A multilevel investigation of the motivational mechanisms underlying knowledge sharing and performance”. Organization, 18(1): 71-88.
• RAHAMAN, H. M. S., STOUTEN, J. & GUO, L. (2019). “Antecedents of ethical leadership: the theory of planned behavior”. Leadership & Organization Development Journal, 40(6): 735-746.
• RESICK, C. J., HANGES, P. J., DICKSON, M. W. & MITCHELSON, J. K. (2006). “A cross-cultural examination of the endorsement of ethical leadership”. Journal of Business Ethics, 63: 345-359.
• RESICK, C. J., MARTIN, G. S., KEATING, M. A., DICKSON, M. W., KWAN, H. K. & PENG, C. (2011). “What ethical leadership means to me: Asian”, American, and European perspectives. Journal of Business Ethics, 101(3): 435-457.
• SCHAUBROECK, J. M., HANNAH, S. T., AVOLIO, B. J., KOZLOWSKI, S. W., LORD, R. G., TREVINO, L. K., DIMOTAKIS, N. & PENG, A. C. (2012). “Embedding Ethical Leadership Within and Across Organization Levels”. Academy of Management Journal, 55(5): 1053-1078.
• SHAFIQUE, I., AHMAD, B. & KALYAR, M. N. (2019). “How ethical leadership influences creativity and organizational innovation: Examining the underlying mechanisms”. European Journal of Innovation Management, 23(1): 114-133.
• SHARIFKHANI, M., KHAZAEI POOL, J. & ASIAN, S. (2016). “The impact of leader-member exchange on knowledge sharing and performance: An empirical investigation in the oil and gas industry”. Journal of Science and Technology Policy Management, 7(3): 289-305.
• SHARMA, A., AGRAWAL, R. & KHANDELWAL, U. (2019). “Developing ethical leadership for business organizations: A conceptual model of its antecedents and consequences”. Leadership & Organization Development Journal, 40(6): 712-734.
• SONG, S. (2001). “An internet knowledge sharing system”. The Journal of Computer Information Systems, 42(3): 25-30.
• 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.
• SUBBA, D. (2019). “Antecedent and consequences of organizational identification: a study in the tourism sector of Sikkim”. Future Business Journal, 5(4): 1-9.
• TAN, L.P., YAP, C.S., CHOONG, Y.O., CHOE, K.L., RUNGRUANG, P. & LI, Z. (2019). “Ethical leadership, perceived organizational support and citizenship behaviors: The moderating role of ethnic dissimilarity”. Leadership & Organization Development Journal, 40(8): 877-897.
• TANG, P. M., BAVIK, Y. L., CHEN, Y. F. & TJOSVOLD, D. (2015). “Linking ethical leadership to knowledge sharing and knowledge hiding: The mediating role of psychological engagement”. International Proceedings of Economics Development and Research, 84: 71-76.
• TANNER, C., BRUGGER, A., van SCHIE, S. & LEBHERZ, C. (2010). “Actions speak louder than words: The benefits of ethical behaviors of leaders”. Journal of Psychology, 218(4): 225-233.
• TEH, P. & SUN, H. (2012). “Knowledge sharing, job attitudes and organisational citizenship behaviour”. Industrial Management & Data Systems, 112(1): 64-82.
• TREVINO, L. K. & BROWN, M. E. (2004). “Managing to be Ethical: Debunking five Business Ethics Myths”. Academy of Management Executive, 18(2): 69-81.
• TREVINO, L. K., BROWN, M. & HARTMAN, L. P. (2003). “A qualitative investigation of perceived executive ethical leadership: Perceptions from inside andoutside the executive süite”. Human Relations, 56(1): 5-37.
• TREVINO, L. K., HARTMAN, L. P. & BROWN, M. E. (2000). “Moral Person And Moral Manager: How Executive Develop A Reputation For Ethical Leadership”. California Management Review, 42(4): 128-142.
• TU, Y. ve LU, X. (2016). “Do ethical leaders give followers the confidence to go the extra mile? the moderating role of ıntrinsic motivation”. Journal of Business Ethics, 135: 129-144.
• Van Den HOOFF, B. & De RIDDER, J. A. (2004). “Knowledge sharing in context: The influence of organizational commitment, communication climate, and CMC use on knowledge sharing”. Journal of Knowledge Management, 8(6): 117-130.
• WALUMBWA, F. O. & SCHAUBROECK, J. (2009). “Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety”. Journal of Applied Psychology, 94(5): 1275-1286.
• WALUMBWA, F. O., MAYER, D. M., WANG, P., WANG, H., WORKMAN, K. & CHRISTENSEN, A. L. (2011). “Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification”. Organizational Behavior and Human Decision Processes, 115(2): 204-213.
• WANG, C. (2004). “The influence of ethical and self-interest concerns on knowledge sharing intentions among managers: An empirical study”. International Journal of Management, 21(3): 370-381.
• WANG, S. & NOE, R. A. (2010). “Knowledge sharing: a review and directions for future research”. Human Resource Management Review, 20(2): 115-131.
• WANG, Z. & WANG, N. (2012). “Knowledge sharing, innovation and firm performance”. Expert Systems With Applications, 39(10): 8899-8908.
• WRIGHT, T. A. & QUICK, J. C. (2011). “The role of character in ethical leadership research”. The Leadership Quarterly, 22(5): 975-978.
• YANG, H., van RIJN, M.B. & SANDERS, K. (2020). “Perceived organizational support and knowledge sharing: employees’ self-construal matters”. The International Journal of Human Resource Management, 31(17): 2217-2237.
• YANG, J. T. (2008). “Individual Attitudes and Organisational Knowledge Sharing”. Tourism Management. 29(2): 345-353.
• ZEB, A., ABDULLAH, N.H., HUSSAIN, A. & SAFI, A. (2019). “Authentic leadership, knowledge sharing, and employees’ creativity”. Management Research Review, 43(6): 669-690.
• ZHAO, H. & XIA, Q. (2019). “Nurses’ negative affective states, moral disengagement, and knowledge hiding: the moderating role of ethical leadership”. Journal of Nursing Management, 27(2): 357-370.
• ZHAO, L., DETLOR, B. & CONNELLY, C. (2016). “Sharing knowledge in social Q&A sites: The unintended consequences of extrinsic motivation”. Journal of Management Information Systems, 33(1): 70-100.
• ZHOU H., JIN, M. & MA, Q. (2015). “Remedy for work stress: the impact and mechanism of ethical leadership”. Central European Journal of Public Health, 23(2): 176-180.
• ZHU, W., MAY, D.R. & AVOLIO, B.J. (2004). “The Impact of Ethical Leadership Behavior on Employee Outcomes: The Roles of Psychological Empowerment and Authenticity”. Journal of Leadership & Organizational Studies, 11(1): 16-26.
• ZHU, W., RIGGIO, R. E., AVOLIO, B. J. & SOSIK, J. J. (2011). “The effect of leadership on follower moral identity: Does transformational/transactional style make a difference?” Journal of Leadership and Organizational Studies, 18(2): 150-163.