Self-efficacy and optimism mediate the relationship between transformational leadership and knowledge sharing

Ba Phong Le1, Hui Lei2, Sengphet Phouvong2, Thanh Son Than3, Thi Mai Anh Nguyen4, Jiexi Gong2
1School of Business Administration, and Faculty of Business Management, Hunan University and Hanoi University of Industry, People’s Republic of China
2School of Business Administration, Hunan University, People’s Republic of China
3Faculty of Business Management, Hanoi University of Industry, Vietnam
4School of Business Administration, and Faculty of Business Management, Hunan University and Hanoi University of Industry, People’s Republic of China
Cite this article:  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.

Volume 46 Issue 11 | e7242 | Published: November 2018 | DOI: https://doi.org/10.2224/sbp.7242

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We examined the mediating effects of optimism and self-efficacy in the relationship between transformational leadership and knowledge sharing in a Chinese context. Survey data were collected from 365 participants employed by 80 Chinese firms. The findings indicated that self-efficacy and optimism—2 dimensions of an individual’s psychological capital—mediated the relationship between transformational leadership and knowledge sharing highlighting the importance of practicing transformational leadership to influence employees’ positive psychological capital so that they engage in knowledge collecting and knowledge donating. We discuss theoretical and managerial initiatives in the fields of psychology and organizational behavior, to help managers of firms promote knowledge sharing among employees in their organization.

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