Leadership Support and Employee Knowledge-Sharing Behaviour

Abstract

In the contemporary business environment, knowledge has become one of the most valuable strategic resources for organizational growth, innovation, and competitive advantage. Organizations increasingly depend on employees’ intellectual abilities, professional experiences, and shared expertise to improve decision-making, develop innovative solutions, and maintain sustainable performance. However, effective knowledge-sharing behaviour among employees does not develop automatically because individuals may hesitate to share their knowledge due to lack of trust, fear of losing personal advantage, insufficient organizational support, or weak communication systems. Leadership support plays a fundamental role in overcoming these challenges by creating a workplace environment based on trust, psychological safety, collaboration, and mutual learning.This article examines the relationship between leadership support and employee knowledge-sharing behaviour by exploring how supportive leadership practices influence employees’ willingness to exchange information, skills, and experiences. The study discusses different dimensions of leadership support, including empowerment, communication, recognition, trust development, and the creation of knowledge-oriented organizational cultures. Supportive leaders encourage employees to participate in knowledge-sharing activities by appreciating their contributions and providing opportunities for collaboration and professional development. Furthermore, leadership support reduces knowledge-hiding behaviour by increasing employees’ sense of belonging and organizational commitment.