The Effect On The Relationship Between The Empowering Leadership Behavior And The Tacit Knowledge Sharing

In the era of knowledge economy,society relies on the dissemination and development of knowledge and information.More and more organizations are transforming into knowledge-based organizations.The interaction of knowledge plays an increasingly prominent role in organizational performance.The experience and skills of employees are the soft resources of the organization.These soft resources,which are not easy to be copied and are not easily transferred,are tacit knowledge compared to “islands in the sea”.Low-key but hidden big energy,and the ability to develop or transform these energy is the key to the organization's competitiveness(Chugh,2013).As far as employees are concerned,tacit knowledge sharing is usually promoted by social relations and work communication,and how to promote tacit knowledge sharing efficiently and multi-channel has become an emerging research topic.At the same time,with the gradual entry into the workplace after the 1990 s,the focus of employees' work needs gradually shifted from material demand to spiritual demand,and the demand for organizational identity and sense of belonging gradually increased,which challenged the management of organizational retention and attracting talents..In addition,the emergence of mistakes in the workplace is inevitable,and the employees of the organization,especially the new employees,are often vulnerable to the empowerment of the leadership,and the errors,results,etc.generated during the exercise of power are feedbacks on the work of the employees.,affecting employees' perception of work,leadership,and organization.The promotion of tacit knowledge sharing and the shift in employee needs in the new era pose new challenges to employees' perceptions of leadership work styles and the importance of organizational members' implicit experiences and practical interactions.In view of this,this study will explore the development strategy of tacit knowledge sharing based on the perspective of empowering leadership behavior.Based on the overall perspective of social exchange theory,this study constructs a regulated mediation effect model of leadership empowerment behavior affecting tacit knowledge sharing,including the intermediary role of internal person identity perception and the adjustment role of error management climate.We used a questionnaire survey to analyze the valid questionnaires received by 307 employees from Hunan,Hubei,Guangdong,Beijing,Zhejiang and other regions.The results of the study found that leadership empowerment behavior positively affects tacit knowledge sharing;Empowering leadership behavior positively affects perceived insider status;perceived insider status has a partial intermediary role between empowering leadership behavior and tacit knowledge sharing;error management climate for empowering leadership behavior and perceived insider status The relationship between the two has a positive adjustment effect.This study explores the impact of empowering leadership behavior on tacit knowledge sharing.Possible innovations are mainly reflected in the following two aspects: on the one hand,it expands the research on the impact of empowering leadership behavior,and leads empowerment behavior.The research topic focuses on the tacit knowledge sharing level,analyzes the influence mechanism of empowering leadership behavior on tacit knowledge sharing,reveals the intermediary role of perceived insider status and the regulatory role of error management climate;Based on the development of tacit knowledge sharing from the perspective of empowering leadership behavior,the tacit knowledge sharing development scheme based on China's localized operating environment is more perfect.At the same time,the measurement variables such as empowering leadership behavior are tested.The effectiveness of the performance phase provides tool support for future research.