Leadership, Knowledge Sharing & Innovation: Implications for Performance
Context
Theoretical Framework:Leader Behaviours and Knowledge Sharing
Theoretical Framework: Innovation and Performance
The Theoretical Model & Key Hypotheses
Methodology & Study Variables The Sample and Method
Sample Methods, Time Lines, Respondents & Variables
Methodology & Study Variables The Sample and Method
Study Variables
Study Variables & Estimation Methods
Results
Conclusions
Future Analysis
Selected References

Study Variables
Leader Behaviour
Following previous studies on leadership and knowledge exchange or sharing (e.g., Carmeli, Gelbard and Reiter-Palmon, 2013; Carmeli & Waldman, 2010; Connelly & Kelloway, 2003), four items were constructed to assess the extent to which employees believe their line manager supports and encourages knowledge exchange (see the Appendix for detail).
Knowledge Sharing
Eight items were used to assess the extent to which employees exchange knowledge with colleagues inside and outside their organisation (see, for example, Lee, 2001; Lu, Leung & Koch, 2006 who used similar measures). Respondents were asked to indicate on a five point scale (ranging from 1 = not at all to 5 = to a large extent) the extent to which they exchange knowledge with colleagues inside the organisation (i.e., internal knowledge sharing) and people outside the organisation (i.e., external knowledge sharing) (see Appendix for detail).