The effect of leader influence tactics on subordinates' knowledge sharing

Abstract

This study examines the extent to which leaders use of particular type of influence tactics influences subordinates engagement in knowledge sharing. Based on social cognitive theory and self-efficacy theory, I propose that leaders use of influence tactics affects subordinates engaging in knowledge sharing, and that subordinates general self-efficacy is an underlying motivational mechanism that links leader influence tactics with subordinates knowledge sharing. Taking contextual perspective, I also investigate whether the proposed relationship is influenced by subordinates perception on trustworthiness of their leaders and coworkers. Drawing on theories of trust, I suggest that the extent to which leader influence tactics shapes subordinates efficacy belief depends on subordinates perception on leader trustworthiness. Also, drawing on theories of trust and social exchange theory, I propose that the extent that subordinates self-efficacy positively contributes to their involvement in knowledge sharing is contingent upon their perceived coworker trustworthiness. The result of this study generally supports the proposed hypotheses with respect to leader soft tactics. The findings of this research indicate that leader soft tactics were found to influence subordinates knowledge sharing by affecting subordinates general self-efficacy. Furthermore, subordinates perception on leader trustworthiness moderated the effect of leader influence tactics on subordinates general self-efficacy, while their perception on coworker trustworthiness were found to influence the strength of the connection between subordinates general self-efficacy and knowledge sharing. Theoretical and practical implications are discussed.