Effect of employees’ work engagement and knowledge sharing as mediators of empowering leadership and innovative work behaviour

Abstract

Purpose The purpose of this paper is to explore the influences of work engagement and knowledge sharing as mediators of empowering leadership and innovative work behaviour. Design/methodology/approach A cross-sectional design study was used, and questionnaires were submitted to 385 engineers to test the proposed relationships. AMOS 21 and PROCESS macro 3.1 were used for statistical analysis. Findings The results revealed that work engagement and knowledge sharing were partially mediated by empowering leadership and innovative work behaviour. Practical implications The results of the study can be used by leaders for promoting and supporting innovative work behaviour in the organisation. Moreover, employees should be supported and enhanced to learn continuously under the consultation of the leaders. Originality/value The findings contribute to the literature on empowering leadership and innovative work behaviour by highlighting that work engagement and knowledge sharing act as mediators to empower leadership and enhance innovative work behaviour.