Document Type : Research Article
Author
Department of Knowledge & Amp; Information Science, Azad University Babol_ Branch
Abstract
Introduction
In today's fast-paced world, knowledge sharing is widely recognized as a fundamental driver of organizational success. Organizations rely on the free and effective exchange of knowledge among employees to maintain their competitiveness, enhance operational efficiency, and foster innovation. Knowledge sharing is a process in which individuals exchange knowledge, experiences, and expertise with others to contribute to organizational learning and improve individual and collective performance in the workplace. This process not only facilitates learning but also enhances creativity, collaboration, and organizational interactions. Effective knowledge sharing is highly dependent on employees feeling safe and valued in sharing their knowledge and receiving support from the organization. Additionally, organizational structures, technological enablers, and transparent policies play a crucial role in increasing the frequency and quality of knowledge sharing. However, research has shown that the extent and effectiveness of knowledge sharing depend on multiple factors. Some of these factors facilitate knowledge exchange, while others act as barriers. Among the key factors influencing knowledge sharing are organizational culture, organizational trust, and authentic leadership. Organizational culture consists of shared values, beliefs, norms, and behavioral patterns that shape interactions among employees.
Methodology
This study employs a correlational research design using path analysis. The target population comprises employees of Iran's public libraries, from which a sample of 480 participants was randomly selected. The study utilized validated research instruments, including the Organizational Culture Questionnaire, the Organizational Trust Questionnaire, the Authentic Leadership Questionnaire, and the Knowledge Sharing Questionnaire. The collected data were analyzed using statistical software, including SPSS and AMOS 23, to examine direct and indirect relationships between variables.
Results
The study's findings confirm that authentic leadership has a significant direct impact on organizational culture, organizational trust, and knowledge sharing. Furthermore, organizational culture and trust directly influence knowledge-sharing behaviors. The research also highlights an indirect effect of authentic leadership on knowledge sharing, mediated by organizational culture and trust.
The statistical analyses reveal that organizations with a strong and supportive culture tend to exhibit higher levels of knowledge-sharing behaviors among employees. Additionally, organizations with high levels of trust among employees and management encourage more frequent and open exchanges of knowledge. The study demonstrates that authentic leadership plays a vital role in shaping a positive organizational culture and fostering trust, both of which contribute to enhanced knowledge-sharing practices.
Path analysis results indicate that:
1. Authentic leadership significantly impacts organizational culture.
2. Authentic leadership positively influences organizational trust.
3. Organizational culture has a direct and positive effect on knowledge sharing.
4. Authentic leadership directly affects employees' willingness to share knowledge.
5. Organizational trust positively influences knowledge-sharing behaviors.
6. The relationship between authentic leadership and knowledge sharing is partially mediated by organizational culture.
7. The relationship between authentic leadership and knowledge sharing is partially mediated by organizational trust.
Discussion and Conclusion
The results of this study emphasize the critical role of authentic leadership in promoting knowledge-sharing behaviors in organizations. Authentic leaders foster an environment where employees feel valued, motivated, and secure in sharing knowledge. By exhibiting ethical behavior, transparency, and emotional intelligence, authentic leaders encourage collaboration and knowledge exchange within organizations.
Additionally, the findings underscore the importance of organizational culture and trust in shaping knowledge-sharing behaviors. A culture that prioritizes learning, innovation, and teamwork creates a more conducive environment for knowledge exchange. Likewise, trust among employees and between employees and management serves as a crucial enabler of knowledge sharing. In organizations where employees trust their leaders and colleagues, they are more willing to share knowledge without fear of exploitation or negative repercussions.
The mediating role of organizational culture and trust suggests that merely implementing leadership strategies may not be sufficient to enhance knowledge-sharing behaviors. Instead, organizations must adopt a holistic approach that integrates leadership development, cultural transformation, and trust-building initiatives. Organizations that cultivate an open and supportive culture while promoting authentic leadership and trust-based relationships are more likely to experience higher levels of knowledge sharing, ultimately leading to improved performance and innovation.
For organizations, particularly knowledge-based institutions such as public libraries, investing in leadership development programs that emphasize authenticity, ethical decision-making, and trust-building can yield significant benefits. Additionally, fostering a culture that encourages open communication, collaborative learning, and knowledge exchange can enhance overall organizational efficiency and service quality.
Keywords
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