Kathryn M. Bartol

TL;DR: In this article, a theoretical model linking empowering leadership with creativity via several intervening variables was built and tested, and they found that, as anticipated, empowering leadership positively affected psychological empowerment, which in turn influenced both intrinsic motivation and creative process engagement.

TL;DR: In this article, the authors surveyed management teams in 102 hotel properties in the United States to examine the intervening roles of knowledge sharing and team efficacy in the relationship between empowering leadership and team performance.

TL;DR: In this paper, the authors examine the role of monetary rewards in encouraging knowledge sharing in organizations through four mechanisms of knowledge sharing, and propose that team-based rewards and company wide incentives (profit sharing, gainsharing, and employee stock options) would be particularly instrumental in enhancing knowledge sharing within teams and across work units, respectively.

TL;DR: It is argued that the findings constitute a useful advance in middle-range motivation (Landy and Becker 1987, Pinder 1984) theory pertaining to knowledge sharing and utilization.

TL;DR: In this paper, the authors developed and tested a multilevel model connecting dual-focused transformational leadership (TFL) and creativity and incorporating intervening mechanisms at the two levels, and found that knowledge sharing constituted a cross-level contextual factor that moderated the relationship among individual-focused TFL, skill development, and individual creativity.