Altruistic Leadership Acting as a Catalyst for Knowledge Sharing: A Case Study of Public Sector Universities of Balochistan

Abstract

Knowledge is considered one of the most important resources for the development of any organization. When knowledge is shared with coworkers, it will strengthen organizational Performance. The role of leadership is phenomenal for creating a work environment where knowledge-hiding behavior can be restrained. Various leadership styles have different levels of effect on the knowledge-sharing environment within an organization, of which altruistic leadership style is one of the most important factors that can create a conducive environment for the coworker’s knowledge-sharing behavior. This study aims to determine the effects of altruistic leadership on knowledge hiding by the mediating role of leader-triggered positive emotions and LMX. The data analysis for this study is based on primary data, which was gathered from 179 faculty members of the public sector universities of Balochistan by purposive sampling. The gathered data was analyzed by the PLS-SEM technique by smart PLS software. The findings of this study show that great leadership significantly impacts the follower's knowledge-hiding behavior by the mediating effects of leader-triggered positive emotions and LMX. In contrast, the direct effects of altruistic leadership on knowledge hiding and the moderating role of leader triggered positive emotions in this relationship were found insignificant.