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This paper aims—based on past research works which have shown that transformational leadership has positive impact on knowledge sharing—to explore the impact of different leadership dimensions of transformational leadership on knowledge sharing and further to explore the mechanism through which transformational leadership affects employee knowledge sharing in China.

Based on the transformational leadership theory and the team learning theory, it is proposed that all four dimensions of transformational leadership, including intellectual stimulation, individualized consideration, inspirational motivation and idealized influence, have unique impact on employee knowledge sharing. It is further proposed that psychology safety and team efficacy mediate these relationships. Then data were collected from over 400 employees from knowledge-based companies in China to empirically test the proposed relationships with the method of structural equation modeling.

The results show that psychological safety fully mediated the impact of intellectual stimulation on knowledge sharing, and team efficacy fully mediated the impact of inspirational motivation on knowledge sharing. Both factors also mediated the impact of individualized consideration on knowledge sharing. The results thus provide empirical support for the impact of transformational leadership on employee knowledge sharing in an international context.

The past years have seen increasing interest in leadership and knowledge sharing in emerging markets, yet the mechanism through which leadership affects employee knowledge sharing remains understudied. This study explores the impact of different dimensions of transformational leadership on employee knowledge sharing, and further shows that psychological safety and team efficacy mediate these relationships in a collectivistic society where knowledge sharing is consistent with cultural norms. The findings help develop more robust knowledge sharing theories in the international context and provide insightful suggestions for management practitioners in emerging markets.

The purpose of this study is to investigate how a team leader’s conflict management style (CMS) affects team innovation performance (TIP) in entrepreneurial teams using a team emotion perspective.

It is proposed in this study that team passion mediates the impact of team leader’s CMSs on team performance, which is further moderated by team emotional intelligence (TEI). Then this study collected paired data from 105 teams including 105 team leaders and 411 team members to test the proposed model.

The results show that a team leader’s cooperative CMS has a significant positive impact on TIP and team passion further mediates the relationship between the team leader’s CMSs and TIP. The results also show that TEI moderates the relationship between the leader’s CMSs and team passion.

This study helps enriches the literature of conflict management by exploring the mechanisms through which a team leader’s CMSs affect team performance in entrepreneurial activities, and the findings of this study highlight the important role of team passion in this process. In addition, this study integrates the research on conflict management and the research on team passion in entrepreneurial teams to provide a new perspective to explore the dynamic process of entrepreneurial activities, which sheds light on the investigation of the important implications of effective conflict management in the entrepreneurship.