This study used grounded theory to analyze the influence of leadership behaviors on knowledge-sharing intentions. The main research question for this study was, how do leadership behaviors influence the intentions of organizational members to share knowledge? The data for this study were collected by interviewing four leaders and eight followers in the health care, information technology, and security industries. The findings of the study showed that empathy, empowerment, inclusiveness, and trustworthiness are the categories of behaviors that encourage knowledge sharing. Dishonesty, inconsideration, intimidation, and rigidity are the four major behavioral categories that discourage knowledge-sharing intentions. Each behavioral category had various subcategories of behaviors. Based on the findings of the study, it was theorized that the behaviors of the leaders create impressions on the followers, which in turn influence the intentions of the followers to share knowledge. The impressions of the followers mutually transferred between leadership behaviors and knowledge-sharing intentions. The study also showed some significant differences in the leadership behavioral expectations between leaders and followers. Based on the results of the study, 10 propositions were made about how leadership behaviors influence knowledge-sharing intentions of followers. These propositions were based on the behaviors of the leaders and the impressions created by leadership behaviors.
|Commitee:||Kotz, Paul E., Pye, Yvette L., Teklemariam, Amanuel|
|School:||Saint Mary's University of Minnesota|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 78/10(E), Dissertation Abstracts International|
|Subjects:||Educational leadership, Management, Organizational behavior|
|Keywords:||Followers, Impression, Intentions, Knowledge sharing, Leadership behaviors, Perception|
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