Investigating the moderating effect of humble leadership behaviour on motivational factors and knowledge-sharing intentions: evidence from Jordanian public organisations

Abstract

Purpose

The purpose of this paper is to empirically investigate the moderating effect of humble leadership on the relationship between different intrinsic and extrinsic motivational factors and employee’s knowledge-sharing intention.

Design/methodology/approach

Responses of 236 employees in public organisations in the country of Jordan were collected via the completion of an online survey. The study data was analysed using structural equation modelling.

Findings

This study found that humble leadership support positively moderated the effect of intrinsic motivational factors (i.e. self-efficacy and enjoyment) on KS intention, while such leadership does not moderate the relationship between extrinsic motivational factors (i.e. rewards and reciprocity) and KS intention.

Originality/value

This study increases the understating of the conditions under which employees’ knowledge-share by exploring the moderating effect of humble leadership behaviour on motivational factors and KS intention in public organisations, particularly in the context of a developing country.

Citation

Al Hawamdeh, N. and AL-edenat, M. (2024), "Investigating the moderating effect of humble leadership behaviour on motivational factors and knowledge-sharing intentions: evidence from Jordanian public organisations", VINE Journal of Information and Knowledge Management Systems, Vol. 54 No. 2, pp. 280-298. https://doi.org/10.1108/VJIKMS-07-2021-0111