Empowering leadership and group trust on effective knowledge sharing behavior: a case of Gen Y in the MaldivesTools Ahmed, Abdulla Zubair (2018) Empowering leadership and group trust on effective knowledge sharing behavior: a case of Gen Y in the Maldives. [Dissertation (University of Nottingham only)]
AbstractThe art and science of knowledge management has gained much attention due to the widely acknowledged belief and evidence that knowledge in all its forms are a critical resource to achieving and sustaining competitively advantageous success in organizations. Knowledge, particularly tacit knowledge, comes from people ergo employees in organizations. Much of the present and near-future workforce demographics are composed of Gen Y cohorts. With more awareness to maximise ones’ opportunities and the capacity to be occupationally and geographically mobile, such Gen Y employees tend to shift themselves around, often taking valuable knowledge with them before they can be internalized and harnessed properly by organizations. As such, knowledge sharing practices and issues has garnered much attention in academic and practical paradigms. Amidst this includes the study of how various human based exchange elements such as contemporary leadership aspects and team dynamics influence the sharing behaviours.The Maldives is a developing country with a very large composition of the aforementioned Gen Y workforce. This, alongside concentrated working populations indicate that leadership and social capital considerations may matter profoundly to Gen Y employees towards positive outcomes such as knowledge sharing behaviour. This is essential for managers, since the Gen Y can be mobile and take their knowledge with them. The main objective of this study as such, was placed on examining the significance of empowering leadership—a contemporary leadership approach gaining fast traction worldwide, and interpersonal group trust upon influencing effective knowledge sharing behaviour among Gen Y employees in the Maldives. The study also aimed at making conceptual contributions by proposing a theoretically backed relation between the specifically proposed empowering leadership and interpersonal group trust. Much of these research interests were motivated by the paucity of existent research in the specific contexts. Data was collected through 306 survey questionnaires, which was analysed and tested further using SPSS for descriptive, correlation and regression analyses. The results indicated that empowering leadership and interpersonal group trust are indeed significant and powerful influencers to the Maldivian Gen Y employees working in service sectors, with the latter variable having a comparatively stronger sway. The theoretical relation proposed was also found to have relational significance. In light of the generally positive findings, cost-efficient yet effective recommendations were proposed and directed to both team leaders and HR practitioners on how to maintain consistency and improve upon the relatively weaker areas of the empowering leadership dimensions and interpersonal group trust. The study in general contributes to enrichment of the theory and conceptual research literature, as well as profiling the Maldives and region within the research contexts, which opens and facilitates avenues for further study and research.
Actions (Archive Staff Only)
|
Tools
Tools
![[img]](/style/images/fileicons/application_pdf.png)
