Which Leadership Styles Matter to Subordinates’ Knowledge Behavior? Focusing on the Occupational Self-Efficacy and Self-Regulatory Focus

The purpose of this research is to examine the importance of understanding employees’ self-regulatory capacities and supervisors’ leadership styles in enhancing employee knowledge-sharing and mitigating knowledge concealment through improvements in occupational self-efficacy. This research conducted quantitative methodology to investigate the relationships among leadership style, occupational self-efficacy, knowledge-related behavior, and self-regulatory focus. The authors conducted an online survey to investigate factors influencing the knowledge behavior of employees, with a sample of ۲۹۹ employees in South Korea. This research revealed that both transformational and transactional leadership indirectly influence subordinates’ knowledge-sharing and -hiding by enhancing occupational self-efficacy. Also, this research found that moderated mediation of subordinates’ self-regulatory focus has significant effects on the relationships. This research emphasizes the importance of applying an employee’s psychological state, including occupational self-efficacy, personal traits, and regulatory behavior, when assessing the effectiveness of leadership on employees’ knowledge-related behavior. The research has practical implications for human resource development. It emphasizes the importance of monitoring employees’ sense of professional self-efficacy. It also deals with the need for transparent rewards and performance evaluations to effectively manage the double-edged sword of transactional leadership. Finally, it discusses how to design customized leadership programs based on the personality traits of team members.

Keywords:

Leadership styles , Occupational Self-Efficacy , Knowledge sharing , Knowledge hiding , Self-regulatory focus