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The authors wanted to study the antecedents of knowledge hiding from a leadership perspective.

The authors tested two hypotheses on high-tech employees in China. H1 was: “There is a curvilinear relationship between knowledge leadership and knowledge hiding behaviors.” H2 was: “Psychological ownership moderates the inverted U-shaped relationship between knowledge leadership and employees’ knowledge hiding behaviors such that this relationship is more pronounced among employees with high psychological ownership compared to employees with low psychological ownership.”

Results revealed an inverted U-shaped relationship between knowledge leadership and knowledge hiding. Psychological ownership moderates the link between knowledge leadership and knowledge hiding. The inverted U-shaped relationship between knowledge leadership and knowledge hiding was more significant among employees with higher psychological ownership, whereas the inverted U-shaped relationship became weaker among employees with lower psychological ownership.

The paper was significant because previous researchers had not studied the antecedents of knowledge hiding from a leadership perspective.

This study aims to examine the impact of knowledge and skills acquisition from youth leadership programs on the extent of training transfer. Additionally, it explores the role of self-esteem as a potential intervening mechanism in linking the acquired knowledge and skills to the transfer of training.

Using a non-probability purposive sampling, data were gathered from participants of youth leadership programs in Brunei. The study hypotheses were validated using multiple linear regression analysis and Hayes PROCESS macro.

The findings revealed that knowledge and skills acquisition positively affect the extent of training transfer among youth leadership program participants. Moreover, self-esteem is found to be a crucial mediator in the relationship between knowledge and skills acquired from youth leadership programs and the extent of training transfer.

The study suggests that to optimize the transfer of training in the youth leadership programs, relevant stakeholders – training providers, and practitioners – must prioritize not only the knowledge and skills acquisition but also the cultivation of participants’ self-esteem. To achieve this, a primary focus should be placed on the criticality of designing such programs to address these factors. Policymakers, particularly in Brunei, can enhance the leadership pipeline among the youth population and expedite progress toward achieving the national vision by aligning leadership development initiatives with the broader national development agenda.

Collectively, this study enhances understanding of training transfer in youth leadership development, an often-overlooked area in the literature.

This study seeks to examine the role of knowledge-oriented leadership in the health sector to achieve team outcomes in the Covid-19 context. Drawing from the leader–member exchange (LMX), social cognitive and social identity theory, the present study develops a model linking knowledge-oriented leadership and team performance through the underlying psychological mechanisms of team efficacy, team cohesion, team commitment and team collaboration.

Utilizing quantitative data methodology, data were obtained from the pharmaceutical employees (health sector) of Pakistan during the pandemic. The partial least squares structural equation modeling was used to test the hypotheses.

The findings support the hypothesis that knowledge-oriented leadership significantly influences team outcomes. The study also verified that team collaboration effectively mediates the relationship between knowledge-oriented leadership and team performance.

The study is unique in the sense that it explores the newly established leader behavior (knowledge-oriented leadership) in understanding team outcomes in the health sector. The study concludes by making significant implications to overcome the challenges raised by Covid-19 pandemic.

This paper aims to explore the importance of knowledge-oriented leadership in the context of business model innovation (BMI) and open innovation. This study also seeks to explore the existence of a mediating effect of absorptive capacity.

Data were collected using a survey, from the information technology industry in India. The relationships proposed in the conceptual framework were tested with structural equation modeling (SEM) using Smart partial least squares (PLS) 3.

The findings highlight a positive influence of knowledge-oriented leadership on BMI and open innovation. Results also revealed that open innovation can facilitate BMI. Additionally, findings highlighted the mediating role of absorptive capacity in these relationships.

This study suggests that businesses should employ and value leaders who can create, transform, store and use knowledge resources. Companies that employ such leaders encourage the creation and exchange of new knowledge, which consequently would lead to the successful exploration of innovative approaches. A culture of open innovation would help managers break down barriers, overcome inertia and continuously test new business models to generate revenues, increase value, enhance organizational effectiveness and ultimately gain competitive advantage.

This study is one of the first to empirically contribute to the role of knowledge-oriented leadership and BMI from the perspective of open innovation.

This study aims to examine the relevant but overlooked intervening role of knowledge sharing and innovation capability between digital leadership and open innovation. This study hypothesizes that top management knowledge value (TMKV) can strengthen the relationship between digital leadership and knowledge sharing. In line with the resource- and knowledge-based views, the serial mediation model explains how organizations can achieve open innovation through knowledge sharing and innovation capability development under digital leadership.

The research hypotheses were tested with survey data collected in four different rounds, separated by three to four weeks each, from 250 employees working in telecom and IT companies. The statistical analyses relied on the PROCESS macro, which enabled a simultaneous estimation of the direct, mediation and moderated mediation effects that underpin the proposed theoretical framework.

Results showed good support for the serial mediation model. TMKV was found a significant factor to improve knowledge sharing among employees.

The role of leadership is inevitable in the journey of organizational performance, and digital leadership has become a significant phenomenon in this regard. To achieve open innovation, organizations need digital leadership that induce knowledge sharing and innovation capability.

This study contributes to extant research by explaining how digital leadership induces knowledge sharing and innovation capability to achieve open innovation that is highly important to compete and outperform the rivals.

The purpose of this study is to examine the link between knowledge-oriented leadership (KOL) and organizational performance (OP) at Higher Education Institutions (HEIs) both directly and indirectly through service innovation and knowledge-sharing quality.

This research used Smart PLS 4.0 to model structural equations using a sample comprising 237 academic staff from HEIs in China.

According to the study data, KOL has a negligible direct influence on organizational performance. The link between KOL and OP, on the other hand, is entirely mediated by the quality of knowledge sharing quality and service innovation.

The study results validate universities' experience with KOL and propose ways for academics at higher education institutions to prioritize the quality of knowledge sharing and service innovation, which in turn helps organizations function better in a volatile environment.

Despite the growing relevance of knowledge-oriented leadership in higher education, little research has been conducted to examine the mediating impact of numerous factors in the link between KOL and OP. The present research examines the link between knowledge-oriented leadership, the quality of knowledge sharing, service innovation and the performance of higher education institutions. The current study scientifically investigates the link between KOL and OP and offers insight into the existing literature by examining the mediating role of KSQ and SI.

Competitiveness of pharmaceutical companies hugely depends on new knowledge because of ever-changing technologies and forefront of knowledge. Leadership styles appear to influence knowledge management behavior, but there has been little empirical research on employees' knowledge creation behavior as an outcome of leadership. The study examines how task-oriented leadership affects subordinates' knowledge creation behavior. Based on organismic integration theory (OIT), the study proposes that perception of competitive climate and achievement motivation can conduct as mediators.

Data were collected from 877 full-time working employees in five pharmaceutical companies in China. Participants answered demographic questions and completed the task-oriented leadership, perception of competitive climate, achievement motivation, as well as knowledge creation behavior scale. Structural equation modeling was used to test the hypothesized relationships.

The results review that task-oriented leadership will significantly promote subordinates' knowledge creation behavior. Perception of competitive climate and achievement motivation play mediator roles between task-oriented leadership and subordinates knowledge creation behavior. Perception of competitive climate and achievement motivation have a serial mediating effect between task-oriented leadership and subordinates knowledge creation behavior.

By adopting a task-oriented leadership style through training and development, leaders may stimulate employees more knowledge creation behaviors by transmitting the organization's vision, clarifying their work tasks and setting relatively high-performance standards. Then, organizations should establish a competition mechanism to promote competition among employees, while also preventing malicious competition. Finally, organizations should arouse employees' achievement motivation to stimulate their internal pursuit of success and needs.

Because of the improvement of information technology and the acceleration of knowledge dissemination, the need for new knowledge is becoming more and more urgent in organizations. Knowledge, as a resource that needs to be managed in an organizational environment, has regained researchers' attention. However, a flourishing number of studies explain the organizational knowledge management from the macro level, there is a need to explore how leaders influence their subordinates to create knowledge. From the perspective of extrinsic motivation internalization, this study’s findings contribute to the literature on task-oriented leadership and knowledge creation behavior and expand our understanding of why task-oriented leadership promotes subordinates' knowledge creation behavior.

Drawing on knowledge-based theory, contingency theory of leadership, social learning theory and resource-based view, this study aims to investigate the relationships among knowledge-oriented leadership (KOL), knowledge management capacity (KMC), innovation performance (IP) and organizational performance (OP).

The relationships were examined using the serial mediation model of Hayes (2013). Data were collected from the firms (N = 502) operating in technology development zones in Turkey. The sample size corresponds to 10% of total number of the firms. Within the scope of a policy called National Technology Move by public authority, Turkey has been making strong investments to produce original and advanced technology products. A significant portion of these investments is directed toward technology development zones. Therefore, research on this topic may be of interest in Turkey. It should also be noted that Turkey is a developing country and is one of the world’s 20 largest economies.

The findings show that KMC and IP serially mediate the effect of KOL on OP. In the light of the findings, KOL establishes the eligible conditions for the improvement of KMC. Enhanced KMC transforms into innovation, and as a result, OP increases. As a result, this research shows that Turkish firms under the leadership of knowledge-oriented leaders have high KMC, innovation performance and firm performance. These findings can serve as a valuable benchmark for future studies in developing countries.

The current research has several limitations. It was carried out on the firms operating in technology development zones in Turkey. Future researches can be conducted on the firms outside the technology development zones. Second, this research was carried out in Turkey. The study was conducted in a specific national context covering only Turkish firms. It is recommended that readers be cautious when generalizing the results to different contexts (e.g. other countries and industries). Future researches can be conducted on the firms located in technology development zones in different countries. This may allow the comparison of countries. Turkey is a developing country. For this reason, developing countries should be taken into consideration in the comparison between countries, not developed countries such as the USA and European countries. Third, this is a cross-sectional study. Therefore, it does not reveal the changes in research variables over time. Longitudinal data collection is recommended for future researches.

The research findings are turned into a slogan and the firms are recommended the following perspective: more innovation for strong performance; a strong KMC for innovation; and for all, a strong knowledge-oriented leadership.

KOL is a quite new research field. The current study makes a significant contribution to the literature by revealing the fact that KOL is effective in increasing OP. In addition, testing via the serial mediation model the relationships which put forward how KOL increases OP, this study sheds light on organizational outcomes of KOL. There is an important gap in the search for leadership characteristics that allow knowledge-intensive firms to improve their KMC, innovation and firm performance. Therefore, this research is an important step toward filling this gap.

The purpose of this study is to examine the impact of ethical leadership and psychological capital on knowledge sharing and knowledge creation in organizations. It also investigates the mediating effect of psychological capital and moderating effect of shared goals in the relationship between ethical leadership and knowledge sharing and between ethical leadership and knowledge creation.

The study uses a quantitative research design wherein the survey questionnaire has been used to gather data from 700 respondents in public sector research organizations, information technology companies and central universities and colleges. Hypotheses of the study have been tested using structural equation modelling.

The findings unveil that ethical leadership and psychological capital have a positive impact on knowledge sharing and knowledge creation. Psychological capital mediates and shared goals moderates the relationships of ethical leadership with knowledge sharing and knowledge creation. Knowledge sharing mediates between ethical leadership and knowledge creation.

The study exploits quantitative research methodology, which may be supplemented by other research methodologies by future researchers.

This study offers new insights into the sharing and creating of knowledge by employees under the influences of ethical leadership and psychological capital. It will encourage future researchers and practitioners to further explore these dimensions for a more detailed investigation and explanation at work place. This study suggests that organizational leaders should behave in an ethical manner and should emphasise on various organizational interventions to increase psychological capital and shared goals to strengthen knowledge sharing and knowledge creation.

This study is among early attempts for investigating the linkage of ethical leadership and psychological capital with knowledge sharing and knowledge creation.

This paper aims to explore the influence of a principal’s leadership in kicking off knowledge management (KM) implementation and the following KM processes in the school. The author tries to propose a model of knowledge leadership for principals to adopt at the beginning of KM journey and during the process of KM implementation. The paper shares the lessons learned during the process of implementation: what he has done and what should be improved. Thus, this paper can provide a model for school principals to implement KM in their schools. This paper also sheds light for KM researchers about the issue of leadership during KM implementation.

The study uses an action research (AR) to explore how the principal’s leadership can enhance KM implementation in a school environment and evaluates the effectiveness of the knowledge leadership framework for KM implementation in a school setting. An insider AR methodology was adopted to study and reflect on the processes of KM implementation and lessons learned. Multiple data sources, including observations, questionnaires and interviews, have been collected for evaluation.

In this study, the principal kicked off KM in the school. It was found that KM “cannot” be implemented without the principal’s effective knowledge leadership. If there was only little KM leadership, such as the leadership in Stage 1, the launching of KM was found to be difficult. After awareness of the need of strengthening leadership in Stage 2, the principal exercised stronger leadership in pushing the KM process further, and the school had more obvious KM outcomes. Therefore, this study proves that leadership is essential for KM implementation, especially at the beginning of the KM processes. The principal acted as the knowledge leader with the roles of the knowledge vision builder, knowledge enabler builder and knowledge role model. The roles of knowledge leadership are found to be potent and critical for the process of KM implementation to facilitate sharing information/knowledge and nurturing a sharing culture and trust. In this study, the principal kicked off KM in the school. It was found that KM “cannot” be implemented without the principal’s effective knowledge leadership. If there was only little KM leadership, such as the leadership in Stage 1, launching KM was found to be difficult. After awareness of the need of strengthening leadership in Stage 2, the principal exercised stronger leadership in pushing the KM process further, and the school had more obvious KM outcomes. Therefore, this study proves that leadership is essential for KM implementation, especially at the beginning of the KM processes. The principal acted as the knowledge leader with the roles of knowledge vision builder, knowledge enabler builder and knowledge role model. The roles of knowledge leadership are found to be potent and critical for the process of KM implementation to facilitate sharing information/knowledge and nurturing a sharing culture and trust.

Although the results of the study conducted in one school may not be generalized to other school contexts, the lessons learned in the study might be a reference to other schools for their future development. Because of his unique position as the principal in the researched school, the researcher adopted an insider approach generating value for investigation of KM implementation in this study, as there were multiple mediating processes through which leaders could influence school functioning, and, hence, knowledge sharing or other issues in KM implementation.

This study could contribute toward KM implementation in the public sector, especially in schools. Moreover, the approaches, the strategies, the processes and the challenges the principal and the school faced can shed light on practice and research for further KM implementation. In addition, although leadership has been commonly regarded as an important factor in KM implementation, few studies have explored the impact of leadership during the KM process. With the principal’s leadership as the main component, this study is important for an analysis of the role of leadership during the process. The framework of knowledge leadership adopted in this study has been tried and evaluated to be applicable and necessary for KM implementation in a school environment.

Most people might think that KM can be applied only in the commercial sector. This study shows that KM can also be adopted in schools and in other sectors. Moreover, it shows that the principal’s leadership was the key driver for KM implementation. The principal’s leadership with clear direction and thoughtful procedures of implementing may be a showcase for the leaders in other sectors.

Fullan (2002) mentions the essence of KM in schools, the importance of principals’ leadership in the promotion of KM in schools, the moral purpose and knowledge sharing and leadership and sustainability, but he does not provide any practical suggestion for how principals can become knowledge leaders. Therefore, this paper hopes to further propose a model to show how to help a principal transform into a knowledge leader to overcome barriers and difficulties in kicking off KM at the beginning of their KM journey and during the process of KM implementation.