Benevolent leadership enhances organizational learning through communication, trust, and knowledge sharing
Status PubMed-not-MEDLINE Jazyk angličtina Země Velká Británie, Anglie Médium electronic
Typ dokumentu časopisecké články
PubMed
40804311
PubMed Central
PMC12350843
DOI
10.1038/s41598-025-15170-x
PII: 10.1038/s41598-025-15170-x
Knihovny.cz E-zdroje
- Klíčová slova
- Benevolent leadership, Knowledge sharing, Open communication, Organizational learning capability, Social exchange, Trust,
- Publikační typ
- časopisecké články MeSH
This research addresses a significant gap in existing literature, which predominantly focuses on mainstream leadership styles, like transactional or transformational leadership. It illustrates how benevolent leadership, characterized by warmth and a paternalistic approach, can foster environments conducive to knowledge sharing and organizational learning. Utilizing a survey of 350 respondents from various knowledge-intensive organizations, the study employs structural equation modelling to analyze the data. The findings challenge the conventional belief that benevolent leadership inherently promotes a learning environment, suggesting that its effectiveness is significantly amplified when combined with trust and open communication. This study contributes to theoretical advancements by integrating social exchange theory with organizational learning, highlighting that the reciprocity triggered by benevolent leadership encourages employees to engage in positive knowledge-sharing behaviors, thereby enhancing organizational learning capabilities. For practitioners, these insights emphasize the importance of nurturing leadership styles that support trust and openness to foster a culture where knowledge is freely shared, thus enhancing the organization's ability to adapt and innovate.
Faculty of Informatics and Management University of Hradec Kralove Hradec Kralove Czech Republic
Faculty of Management Sciences University of Central Punjab Lahore Pakistan
Zobrazit více v PubMed
Renzl, B., Mahringer, C., Rost, M. & Scheible, L. Organizational agility: Current challenges and future opportunities.
Ullah, S., Ahmad, T., Kukreti, M., Sami, A. & Shaukat, M. R. How organizational readiness for green innovation, green innovation performance and knowledge integration affects sustainability performance of exporting firms.
Ferreira, N. C. & Ferreira, J. J. The field of resource-based view research: Mapping past, present and future trends.
Zhang, X., Chu, Z., Ren, L. & Xing, J. Open innovation and sustainable competitive advantage: the role of organizational learning.
Hekneby, T. & Olsen, T. H. The role of leadership in organizational learning in multinational companies.
Thelisson, A-S. & Meier, O. Regenerating after a global crisis: A case study of resilience.
Koporcic, N., Sjödin, D., Kohtamäki, M. & Parida, V. Embracing the fail fast and learn fast mindset: Conceptualizing learning from failure in knowledge-intensive SMEs.
Argote, L., Lee, S. & Park, J. Organizational learning processes and outcomes: Major findings and future research directions.
Antunes, H. J. G. & Pinheiro, P. G. Linking knowledge management, organizational learning and memory.
Lin, C-Y. & Huang, C-K. Employee turnover intentions and job performance from a planned change: The effects of an organizational learning culture and job satisfaction.
Alerasoul, S. A., Afeltra, G., Hakala, H., Minelli, E. & Strozzi, F. Organisational learning, learning organisation, and learning orientation: An integrative review and framework.
Achdiat, I., Mulyani, S., Azis, Y. & Sukmadilaga, C. Roles of organizational learning culture in promoting innovation.
Lundqvist, D., Wallo, A., Coetzer, A. & Kock, H. Leadership and learning at work: A systematic literature review of learning-oriented leadership.
Maqbool, M., Lyu, B., Ullah, S., Khan, M. T. & Abeden AZu, Kukreti, M. Abusive supervisor triggers counterproductive work behaviors in nursing staff: role of psychological contract breach and Islamic work ethics.
Daniel, J. L., Chatelain-Jardon, R., Xiaochuan, S. & Rees, K. Job demands, mental health, and performance: the mediating influence of servant leadership during a crisis.
Shen, Y., Chou, W-J., Schaubroeck, J. M. & Liu, J. Benevolent leadership, harmonious passion, and employee work behaviors: A multi-level moderated mediation model.
Huang, J-C. Does benevolent leadership consistently lead to employees’ voluntary behaviors?
Ye, S., Chen, L. & Qu, Y. E. Demystifying benevolent leadership: When subordinates feel obligated to undertake illegitimate tasks.
Devi, N. C. Paradoxical leadership and employee creativity: Knowledge sharing and hiding as mediators.
Ullah, S. et al. Integrating external stakeholders for improvement in green innovation performance: role of green knowledge integration capability and regulatory pressure.
Luqman, A., Zhang, Q., Kaur, P., Papa, A. & Dhir, A. Untangling the role of power in knowledge sharing and job performance: The mediating role of discrete emotions.
Medhn Desta, A. G. & Mulie, H. The effect of empowering leadership practices on employees performance with the mediating role of work engagement: The case of ethio-telecom.
Siyal, S. Inclusive leadership and work engagement: exploring the role of psychological safety and trust in leader in multiple organizational context.
Zhao, L. & Detlor, B. Towards a contingency model of knowledge sharing: interaction between social capital and social exchange theories.
Santhose, S. S. & Lawrence, L. N. Understanding the implementations and limitations in knowledge management and knowledge sharing using a systematic literature review.
Guohao, L., Pervaiz, S. & Qi, H. Workplace friendship is a blessing in the exploration of supervisor behavioral integrity, affective commitment, and employee proactive behavior–An empirical research from service industries of Pakistan. PubMed PMC
Hee, O. C., Qin, D. A. H., Kowang, T. O., Husin, M. M. & Ping, L. L. Exploring the impact of communication on employee performance.
Chaudhary, A., Islam, T., Ali, H. F. & Jamil, S. Can paternalistic leaders enhance knowledge sharing? The roles of organizational commitment and Islamic work ethics.
Luqman, A., Zhang, Q. & Hina, M. Employees’ proactiveness on enterprise social media and social consequences: An integrated perspective of social network and social exchange theories.
Kruesi, M. A. & Bazelmans, L. Resources, capabilities and competencies: A review of empirical hospitality and tourism research founded on the resource-based view of the firm.
Hu, H., Chen, L., Zhou, Y., Liu, Y. & Qu, Q. Unpacking the effects of organisational slack on exploitative and exploratory innovation: A study of knowledge-intensive firms.
Ahmad, T. & Ullah, S. Development under belt and road initiative: Gains for tourism industry in participant countries.
Salehi, M. & Sadeq Alanbari, S. A. Knowledge sharing barriers and knowledge sharing facilitators in innovation.
Iqbal, S. et al. The impact of organizational culture on knowledge sharing and absorptive capacity: A study of the microfinance institutions in Pakistan.
Iqbal, S. et al. Building competitive advantage: how organizational culture shapes absorptive capacity through knowledge sharing. Journal of Organizational Effectiveness: People and Performance. ;Ahead of prints:1–18. (2025).
Ullah, S. et al. Integrating mindful organizing and organizational learning to enhance sustainability performance of exporting firms.
Sutha, J. Research agenda of employees’ voluntary learning behavior: A review.
Blau, P.
Marshall, J. D., Aguinis, H. & Beltran, J. R. Theories of performance: A review and integration.
Cook, K. S. & Hahn, M. Social exchange theory: Current status and future directions. Theoretical Sociology. New York: Routledge; 179–205. (2021).
Rafiq, S. & Khan, M. T. Charismatic leadership and job performance: Mediation of interpersonal communication and moderation of leader vision.
Yue, C. A., Men, L. R. & Ferguson, M. A. Examining the effects of internal communication and emotional culture on employees’ organizational identification.
Chan, S. C. Benevolent leadership, perceived supervisory support, and subordinates’ performance: the moderating role of psychological empowerment.
Khan, M. T., Ullah, S., Sami, A., Kukreti, M. & Shaukat, M. R. Cultivating a Paradoxical mindset: Enhancing transformative learning through Paradoxical leadership.
Berraies, S. & Chouiref, A. Exploring the effect of team climate on knowledge management in teams through team work engagement: Evidence from knowledge-intensive firms.
Ullah, S. et al. Improving green innovation performance: the role of integrating green customers and suppliers, government regulations, green knowledge integration capability.
Soomro, B. A., Memon, M. & Shah, N. Paternalistic leadership style, employee voice and creativity among entrepreneurs: Empirical evidence from SMEs of a developing country.
Zhou, C., Yu, G., Meng, Y. & Li, A. The influence of Authoritarian-Benevolent leadership on subordinates’ work engagement: A social information processing perspective. PubMed PMC
Nazir, S., Shafi, A., Asadullah, M. A., Qun, W. & Khadim, S. Linking paternalistic leadership to follower’s innovative work behavior: The influence of leader–member exchange and employee voice.
Bedi, A. A meta-analytic review of paternalistic leadership.
Nadeem, S. & de Luque, M. F. S. Developing an Understanding of the human resource (HR) complexities in Pakistan with a GLOBE cultural lens.
Ullah, S., Ahmad, T., Mehmood, T. & Sami, A. Innovation and economic performance of firms in National science & technology park.
Iqbal, S. et al. Impact of knowledge sharing and innovation on performance of organization: evidence from the pharmaceutical industry of Pakistan.
Kukreti, M. et al. Social responses to workplace cyberbullying: engagement, withdrawal, and their impact on innovation.
Huppert, E. & Levine, E. The rise of dishonest leaders: causes and solutions.
Choi, I. Moving beyond mandates: organizational learning culture, empowerment, and performance.
Adnan, M. Employee’s performance as a consequence of effective communication and working environment: The moderating role of organizational learning culture.
Cooper, C., Pereira, V., Vrontis, D. & Liu, Y. Extending the resource and knowledge based view: insights from new contexts of analysis.
Kmieciak, R. Trust, knowledge sharing, and innovative work behavior: Empirical evidence from Poland.
Bhatti, S. H., Kiyani, S. K., Dust, S. B. & Zakariya, R. The impact of ethical leadership on project success: The mediating role of trust and knowledge sharing.
Jiang, Y. & Chen, W-K. Effects of organizational trust on organizational learning and creativity.
Benyahya, P. & Matošková, J. Partnership between the employer and the staff as a vital factor for knowledge sharing.
Anser, M. K., Yousaf, Z., Khan, A. & Usman, M. Towards innovative work behavior through knowledge management infrastructure capabilities: mediating role of functional flexibility and knowledge sharing.
Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E. & Tatham, R. L.
Mooradian, T., Renzl, B. & Matzler, K. Who trusts? Personality, trust and knowledge sharing.
Davenport, T. H. & Prusak, L.
Gillani, A. H. et al. Knowledge, attitudes and practices regarding diabetes in the general population: A cross-sectional study from Pakistan. PubMed PMC
Templeton, G. F., Lewis, B. R. & Snyder, C. A. Development of a measure for the organizational learning construct.