The Impact of Authentic Leadership on Knowledge Sharing with Psychological Safety as a Mediator

Abstract: In today’s organizational environments in which leadership techniques play a crucial role in the shaping of employees’ behavior and thinking, authentic leadership has emerged as a compelling concept. This study examines the relationship between authentic leadership, knowledge sharing, and the mediating role of psychological safety. Drawing upon the foundational theories of transformational and ethical leadership, Avolio and Gardner (2005) constructed the theory of authentic leadership to explore ethical crises within dynamic and uncertain environments. Unlike conventional leadership styles, authentic leadership focuses on the growth of the self while being driven by internalized moral values, which tends to increase the trust of followers (Clapp-Smith et al., 2009; Walumbwa et al., 2008).
The concept of authentic leadership encompasses four dimensions: self-awareness, balanced processing, relational transparency, and internalized moral perspective (Avolio & Gardner, 2005; Luthans et al., 2005; Walumbwa et al., 2008). The attributes of these dimensions combine to identify a leadership style that is characterized by profound self-understanding, unbiased decision-making, open communication, and a solid ethical foundation. Authentic leadership is measured through items that capture the leader's introspective view of their skills and decision-making, which is anchored in core beliefs. This measurement is operationalized through the 16-item Authentic Leadership Questionnaire (ALQ) that was developed by Bass and Avolio (1997).
As the business environment continuously evolves due to technological advancements, the significance of knowledge sharing becomes indispensable for organizations that are seeking to establish a lasting competitive advantage. Knowledge sharing, a critical component of organizational effectiveness, is defined as the transmission of individual expertise or problem-solving skills to the larger collective (Bock et al., 2005). Knowledge sharing includes employees’ voluntary sharing of relevant information to support goal achievement, collaborative problem-solving, and innovation (Ipe, 2003; Wang & Noe, 2010). The study will employ a 5-item scale (Bock et al., 2005) to measure knowledge sharing behaviors that are categorized into explicit and implicit dimensions. The items reflect the extent to which employees share reports, documents, experience, and expertise with team members in order to examine their contribution to the knowledge-sharing process.
In recent years, psychological safety has gained practical significance, which was partially the result of an increased emphasis on learning and innovation within contemporary organizations (Edmondson, & Lei, 2014). The concept of psychological safety, which is defined as employees' trust that their thoughts and vulnerabilities will be treated respectfully and without repercussions (Edmondson, 1999), is central to this inquiry. Psychological safety is the atmosphere in which people feel free to express their ideas, express their worries, and take risks without fear of retaliation. A 7-item scale will be used to evaluate this construct (Edmondson, 1999), which measures how much team dynamics encourage candid communication, taking calculated risks, and appreciating individual contributions.
The proposed study examines the mediating role of psychological safety in the relationship between authentic leadership and knowledge sharing. The hypothesis that employees under authentic leadership will show better levels of psychological safety is based on the idea that authentic leaders establish an environment of trust, empowerment, and ethical behavior. This type of environment is therefore expected to encourage both risk-taking and open communication, which will likely result in more behaviors which share information.
We will employ a quantitative research approach to examine these relationships. Data will be collected through surveys that will be given to employees in various organizational settings. Structural equation modeling (SEM) will be used to evaluate the direct and indirect effects of authentic leadership on knowledge sharing with psychological safety as a mediator. The measurement model will assess the reliability and validity of the measurement indicators for psychological safety and knowledge sharing.
This study’s findings will have significant implications for both theoretical and practical fields. By identifying the mechanisms through which authentic leadership affects knowledge sharing, the study contributes to leadership theory and organizational behavior literature. For practice, the study will emphasize the value of fostering psychological safety within teams and demonstrate how psychological safety can strengthen the impact of authentic leadership on knowledge sharing and performance. In the end, this study will assist our understanding of how leadership practices shape organizational knowledge dynamics and provide recommendations for the promotion of a collaborative and inclusive workplace.