Journal of Human Resource Management

Journal of Human Resource Management

Investigating the Employees’ Tendency towards Knowledge Sharing Behavior and Job Engagement through Diversified Leadership in Corona Conditions (A Study Case: Mazandaran University of Medical Sciences)

Document Type : Original Article

Authors
1 Associate Prof., Department of Management, Faculty of Management and Economic Sciences, University of Lorestan, Khorram Abad, Iran.
2 PhD. Candidate, Department of Public Administration, Faculty of Management and Economic Sciences, University of Lorestan, Khorram Abad, Iran.
Abstract
Background & Purpose: The aim of this study was to evaluate the effect of diversity-oriented leadership on employee’s knowledge sharing behavior and job engagement by considering the mediating role of transparent internal communication and satisfaction of internal needs (self-determination theory). The present study is one of the first experimental studies that shows the application of self-determination theory in critical conditions of Covid 19 virus.
Methodology: This research is an applied research based on the purpose, and it is a survey correlation based on the research strategy. The statistical population of this study includes the staff of Mazandaran University of Medical Sciences and the sample size is 220 persons using sample power software and the sampling method is simple random. Analyzing the data was performed using structural equation method through Amos software.
Findings: According to the findings of this study, the variables of “transparent communication” and “internal needs satisfaction” have a partial mediating role in the impact of diversified-oriented leadership on job engagement and knowledge sharing.
Conclusion: To understand the effectiveness of internal critical communication, leadership behaviors as well as increasing the employees’ outcome and output, the basic psychological needs of employees must be put under consideration to the extent that they feel competent in their job, have control over their job scope, and communicate effectively with other colleagues at work.
Keywords

Akbari, M., Ismailpour, R., Al Taha, S.H. & Qavidel, A. (2020). The Effect of Inter-Organizational Communication on Employees' Extra-Role Behavior and Engagement: Mediating Role of Organizational Commitment and Role Ambiguity. Journal Human Resources Studies, 10(2), 125-150. (in Persian)
Carmeli, A., Reiter-Palmon, R. & Ziv, E. (2010), “Inclusive leadership and employee involvement in creative tasks in the workplace: the mediating role of psychological sfety”, Creativity Research Journal, 22(3), 250-260.
Carmeli, A., Reiter-Palmon, R. & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: the mediating role of psychological safety. Creativity Research Journal, 22(3), 250-260.
Chegini, V. (2022). Investigating the impact of cognitive diversity on team creativity by mediating the team's internal motivation and considering the moderating effect of transformational leadership. Master's thesis, Sohrawardi Institute of Higher Education, Department of Management. (in Persian)
Coun, M.M., Peters, P.C. & Blomme, R. R. (2019). ‘Let's share!’The mediating role of employees' self-determination in the relationship between transformational and shared leadership and perceived knowledge sharing among peers. European Management Journal, 37(4), 481-491.
Darvish Nejad, A.A. (2019). Examining the relationship between managers' cultural diversity management skills and job enthusiasm and the mediating role of organizational indifference (case study: employees of the western municipalities of Mazandaran province). Master's thesis, Islamic Azad University, Chalous Branch, Faculty of Management and Accounting. (in Persian)
Derakhshan, M., Ghanbari, C., Zandi, Kh. & SaifPanahi, H. (2018). The relationship between authentic leadership and organizational transparency (case study: General Directorate of Roads and Urban Development of Kerman), Organizational Culture Management, 15 (4), 767-788. (in Persian)
Ejtahadnia, S. (2016). Multilevel analysis of the impact of human resource diversity management on organizational trust and knowledge sharing with the moderating role of cooperation norms (case study: Ahvaz library librarians). Master's thesis. Shahid Chamran University of Ahvaz, Faculty of Economics and Social Sciences. (in Persian)
Forner, V.W., Jones, M., Berry, Y. & Eidenfalk, J. (2021). Motivating workers: how leaders apply self-determination theory in organizations. Organization Management Journal, 18(2), 76-94.
Gallup (2020). How coronavirus will change the ‘next normal’ workplace. available at: www.gallup.com/workplace/309620/coronavirus-change-next-ژnormal-workplace.aspx
Ganji, F. (2022). Investigating the effect of transformational leadership on employee innovation through the mediation of diversity management (case study: Central Province Industry, Mining and Trade Organization). Master's thesis, Payam Noor University, Central Province, Payam Noor Center, Arak. (in Persian)
Goswami, S. & Goswami, B. K. (2018). Exploring the Relationship between Workforce Diversity, Inclusion and Employee Engagement. Drishtikon: A Management Journal, 9(1), 65-89.
Heydari, A. (2020). The Role of Basic Psychological Needs Satisfaction and Autonomous Motivation in Academic Achievement: A Self-Determination Theory Perspective. Rooyesh-e-Ravanshenasi, 8(10), 63- 70. (in Persian)
Heydari, R., Arasteh, M., Afshari, H. (2017). The effect of psychological capital on job ingagement (case study). Human Resource Studies Quarterly, 7 (4), 127- 152. (in Persian)
Homaini Demirchi, A., Mirkamali, S.M. & Homayoun Arya, Sh. (2018). Examining Relationship between Transformational Leadership and Job Involvement Employee with Intermediation Job Enthusiasm (Case Study: Social and Behavioral Sciences Faculties of Tehran University), Journal of New Approaches in Educational administration, 9(2), 275- 296.
(in Persian)
Jackson, S.E., Chuang, C.H., Harden, E.E., Jiang, Y. and Joseph, J.M. (2006). Toward developin human resource management systems for knowledge-intensive teamwork. Research in Personnel Human ResourcesManagement, 25(6), 27-70.
Johansen, W., Aggerholm, H.K. & Frandsen, F. (2012). Entering new territory: a study of internal crisismanagement and crisis communication in organizations. Public Relations Review, 38(2), 270-279.
Kalev, A. (2020). US unemployment rising faster for women and people of color. Harvard Business Review, available at: https://hbr.org /2020/04/research-u-s-unemployment rising-faster-forwomen- and-people-of-color .
Kim, Y. (2020). Organizational resilience and employee work-role performance after a crisis situation: exploring the effects of organizational resilience on internal crisis communication. Journal of Public Relations Research, 32(1/2).
Lee, Y., Tao, W., Jo-Yun Li, Q. & Sun, R. (2020). Enhancing employees’ knowledge sharing through diversity-oriented leadership and strategic internal communication during the COVID-19 outbreak. Journal of knowledge management, 25(6), 1526-1549.
Luu, T.T., Rowley, C. & Vo, T.T. (2019). Addressing employee diversity to foster their workengagement. Journal of Business Research, 95, 303-315.
Mao, Y., Kang, X., Lai, Y., Yu, J., Deng, X., Zhai, Y., & Bonaiuto, F. (2023). Authentic leadership and employee resilience during the COVID-19: The role of flow, organizational identification, and trust. Current Psychology, 23, 1-16. doi: 10.1007/s12144-022-04148-x
McDermott, R (1999). Why information technology insp ired but cannot deliverknowledge management. California Management Review, 41(4), 103-117.
Men, L.R. & Stacks, D. (2014). The effects of authentic leadership on strategic internal communication and employee-organization relationships. Journal of Public Relations Research, 26(4), 301-324.
Men, L.R. (2014). Internal reputation management: the impact of authentic leadership and transparent communication. Corporate Reputation Review, 17(4), 254-272.
Moldogaziev, T.T. & Silvia, C. (2015). Fostering affective organizational commitment in public sector agencies: the significance of multifaceted leadership roles. Public Administration, 93(3), 557-575.
Nembhard, I.M. & Edmondson, A.C. (2006). Making it safe: the effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941-966.
Nguyen, T.M., Siri, N.S. & Malik, A. (2021). Multilevel influences on individual knowledge sharing behaviours: the moderating effects of knowledge sharing opportunity and collectivism. Journal of Knowledge Management, https://doi.org/10.1108/JKM-01-2021-0009. Access 4 Jul 2021.
Parku, K., Obuobisa-Darko, T., & Asiedu, E. A. (2022). Psychological Contract Breach, Stress and Employee Engagement During and After COVID-19: The Role of Inclusive Leadership, Journal of Business, Management and Social Studies, 2(4) 175-194.
Rajabi, M., Fakoor saghieh, A.M., Khorakian, A. (2020). The effect of emotional and cognitive trust on individual learning: mediating role of social networks and knowledge sharing, Human Resources Studies Quarterly, 9 (4), 53- 76. (in Persian)
Rawlins, B. (2008). Give the emperor a mirror: toward developing a stakeholder measurement of organizational transparency. Journal of Public Relations Research, 21(1), 71-99.
Ryan, R.M. & Deci, E.L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68-78.
Saks, A.M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619.
Tulshyan, R. (2020). How to be an inclusive leader through a crisis. Harvard Business Review, available at: https://hbr.org/2020/04/how-to-be-an-inclusive-leader-through-a-crisis).
Wang, H.J., Lu, C.Q. & Siu, O.L. (2015). Job insecurity and job performanc the moderating role of organizational justice and the mediating role of wor engagement. Journal of Applied Psychology, 100(4), 1249-1258.
Wang, S. & Noe, R.A. (2010). Knowledge sharing: a review and directions for future research. Human Resource Management Review, 20(2), 115- 131.
Yin, J., Ma, Z., Yu, H., Jia, M. & Liao, G. (2019). Transformational leadership and employee knowledge sharing: explore the mediating roles of psychological safety and team efficacy. Journal of Knowledge Management, 24(2), 150-171.
Yue, C.A., Men, L.R. & Ferguson, M.A. (2019). Bridging transformational leadership, transparent communication, and employee openness to change: the mediating role of trust. Public Relations Review, 45(3), 101-779.