How leadership enhances employees’ knowledge sharing: the intervening roles of relational and organizational identification

By Abraham Carmeli, Leanne Atwater, A. Levi. 2011

215 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6c36ecd2fa0b4ed9d82719323417d4d17b598fee

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Alexander Newman
2. Weichun Zhu
3. R. Reiter‐Palmon
4. Y. Xi
5. Roy Gelbard
6. Abraham Carmeli
7. Andrew D. Brown
8. Guiquan Li

In Organizational Behavior and Human Resource Management

1. Alexander Newman
2. R. Reiter‐Palmon
3. Hongwei He
4. Roy Gelbard
5. Weichun Zhu
6. Abraham Carmeli
7. R. Riggio
8. Qing Miao

In Strategy and Management

1. R. Reiter‐Palmon
2. Weichun Zhu
3. Baiyin Yang
4. Y. Xi
5. Abraham Carmeli
6. John J. Sosik
7. Andrew D. Brown
8. R. Riggio

Citations in the corpus

• Relationships between transformational and active transactional leadership and followers’ organizational identification: The role of psychological empowerment. (2012, background): “For example, in an empirical study of blue-collar workers in the shipping industry, Erturk (2010) reported a positive relationship between psychological empowerment and organizational identification.”
• The Relationship Between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? (2012, background): “For example, Carmeli et al. (2011) demonstrate that identification with supervisor leads subordinates to exhibit greater levels of organizational identification and promotes their behavior in favor of the organization.”
• Leadership, Creative Problem-Solving Capacity, and Creative Performance: The Importance of Knowledge Sharing (2013, background): “Research evaluating the role that leaders play in knowledge management and knowledge sharing suggests that specific leadership styles such as transformational and empowering leadership result in more knowledge sharing (Carmeli et al., 2011; Srivastava, Bartol, & Locke, 2006).”
• Ethical leadership and follower voice and performance : the role of follower identifications and entity morality beliefs (2015, unknown): “Follower relational identification with leaders refers to the extent to which the subordinate‟s self-concept is defined by the relationship with the leader (Carmeli et al., 2011;Walumbwa & Hartnell, 2011).”
• Organizational Identity and Organizational Identification (2013, background): “Employee OID has been found to be positively related to a number of leadership styles, including transformational leadership (Carmeli et al., 2011; Epitropaki & Martin, 2005; Liu, Zhu, & Yang, 2010) and ethical leadership (Walumbwa et al., 2011).”
• Differentiated transformational leadership and knowledge sharing: A cross-level investigation (2014, background): “All the studies on the ‘‘transformational leadership-knowledge sharing’’ relationship were conducted at the individual level with emphasis on direct path (Bryant, 2003; Carmeli et al., 2011; García-Morales et al., 2008).”