真实型领导情境下员工知识分享行为的内在驱动机制研究

A Study on the Psychological Mechanism of Authentic Leadership Influencing Knowledge Sharing among Employees

摘要: 为了探究如何促进员工知识分享意愿，本研究考察真实型领导对员工知识给予行为的内在驱动机制。剖析员工心理资本对真实型领导风格施加于员工知识分享意愿的中介作用，考查组织创新氛围对该中介作用强弱的调节。研究发现，1) 领导风格越偏向真实型领导，更容易促进员工知识分享的意愿。2) 员工心理资本程度越高，员工越倾向于分享自有知识。3) 创新氛围在真实型领导与员工知识分享意愿之间起显著的调节作用。研究表明，员工心理资本是企业重要的心理资源，对这种资源的有效管理会加强真实型领导对员工知识分享意愿会产生积极影响。研究的贡献在于从员工心理认知能力视角探求企业知识管理实践，构建了基于组织创新环境调节下的领导风格影响员工心理资本进而影响员工知识分享意愿的研究框架，这促进了知识管理心理学的发展。本文研究结果对创新型企业推行组织学习的实践具有重要启示。

Abstract: In order to explore how to promote knowledge sharing among employees, this study examines the internal driving mechanism of authentic leadership to knowledge giving behavior of employees. This paper analyzes the mediating effect of employees’ Psychological Capital on the authentic leadership style, examines the adjustment of organizational innovation atmosphere on the strength of the mediating effect. The results show that: 1) the more realistic the leadership style is, the more likely it is to promote employees’ willingness to share knowledge. 2) The higher the level of psychological capital is, the more likely the employees are to share their own knowledge. 3) The innovation atmosphere plays a significant role in regulating the knowledge sharing willingness of real leaders and employees. The research shows that employees’ psychological capital is an im-portant psychological resource of the enterprise, and the effective management of this resource will strengthen the real leadership and have a positive impact on employees’ willingness to share their knowledge. The contribution of the research is to explore the practice of knowledge management from the perspective of employees’ psychological cognitive ability, and to build a research framework based on the adjustment of organizational innovation environment, which influences employees’ psychological capital and knowledge sharing willingness. The study promotes the de-velopment of knowledge management psychology. The results of this research have important implications for the practice of organizational learning in innovative enterprises.