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When empowerment sparks giving: the two faces of knowledge sharing and middle manager performance

When empowerment sparks giving: the two faces of knowledge sharing and middle manager performance

Title: When empowerment sparks giving: the two faces of knowledge sharing and middle manager performance

Authors:

  • Ahmad Rizki Sridadi;
  • Anis Eliyana;
  • Ari Prasetyo;
  • Fatin Fadhilah Hasib;
  • Andika Setia Pratama;
  • Zaleha Yazid

Department: Department of Management

Journal Name: Knowledge Management Research and Practice Kinds of Journal: Scopus Q1

Keywords: Effective institutions; Empowering leadership; Knowledge collecting; Knowledge donating; Psychological empowerment; Task performance

Abstract::

While numerous studies on knowledge sharing had focused on the employee level, this research explored a novel perspective from middle management within the banking sector. Specifically, the study examined the antecedent mechanisms of knowledge sharing—conceptualized as knowledge donating and knowledge collecting—by integrating empowering leadership and psychological empowerment, thereby addressing theoretical gaps identified in prior research. Additionally, the study investigated the relationships between empowering leadership, knowledge donating, knowledge collecting and task performance to address the limited understanding of the non-financial consequences of knowledge sharing. Utilizing a quantitative approach, a survey was conducted with 334 branch managers from a state-owned Indonesian bank. The data were analyzed using Partial Least Squares–Structural Equation Modeling (PLS- SEM) with SmartPLS 4.1 software. Results highlighted the mediating role of psychological empowerment in the relationship between empowering leadership and both forms of knowledge sharing. Notably, only the relationship between knowledge donating and task performance was positive, underscoring its mediating role in the effect of empowering leadership. These findings offered significant explanatory and predictive power, facilitating generalization to other contexts and providing a robust foundation for developing managerial policies in the banking sector and beyond, where knowledge sharing was actively promoted.

For details: https://doi.org/10.1080/14778238.2025.2570925

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