Knowledge sharing, shared leadership and innovative behaviour: a cross-level analysis

Abstract

Purpose: The purpose of this study is to investigate the effect of knowledge sharing among team members on the development of shared leadership and innovative behaviour. Design/methodology/approach: Data were collected from 64 management teams and 427 individuals working in 26 different hotels in the hospitality industry in Taiwan. Findings: The results show that knowledge sharing has both direct and indirect effects on the development of shared leadership and individual innovative behaviour. Research limitations/implications: Results suggest that knowledge sharing supports the occurrence of shared leadership, leading to an increase in innovative behaviour. The authors infer from the findings that encouraging a culture of knowledge sharing can have a positive impact on the creativity of teams. Originality/value: This study advances knowledge of shared leadership as a mediator using a multilevel approach to test antecedents of innovative behaviour in the Taiwan hotel industry.