Examining the Impact of Ethical Leadership on Teams Knowledge Sharing

Abstract

Purpose: This study aims to explore the relationship between the ethical leadership behavior of project managers working on the China Pakistan Economic Corridor (CPEC) and knowledge sharing in organizations, by relating Kant’s Ethical theory. Design/Methodology/Approach: The study was quantitative in nature. Data was collected through survey method from 310 employees working on CPEC projects. Results showed the positive impact of ethical leadership of CPEC project managers on moral motivation, ethical culture, and knowledge sharing in project teams.. Findings: A very strong effect was observed with both mediators i-e; ethical culture of CPEC organization and moral motivation of project teams. Ethical Leadership of Project Managers working on the CPEC project in Pakistan significantly impact Knowledge Sharing in project teams. Implications/Originality/Value: The most significant implication as the authors observed that presence of a mediating effects of the project team’s moral motivation for knowledge sharing and ethical culture of CPEC Organizations in a relationship between the project manager’s ethical leadership and the project team’s knowledge sharing. The highest impact on knowledge sharing is observed when both mediator’s, direct and indirect effects are tested in a relationship between project managers' ethical leadership and the project team’s knowledge sharing.

Keywords

• China Pakistan Economic Corridor (CPEC)
• Ethical Leadership
• Ethical Culture
• Unethical Organizational Behavior