Digital leadership and innovative work behaviour: role of knowledge sharing and role clarity

This study investigates the relationship between digital leadership and employees’ innovative work behaviour. This research uncovers the mediating effect of knowledge sharing and the moderating effect of role clarity. Survey data from 350 employees at IT companies were collected in three phases, with each phase spaced three to four weeks apart. The analysis employed SmartPLS 4, enabling the simultaneous estimation of direct, moderating, and mediating effects. The study findings illustrated that knowledge sharing mediated the relationship between digital leadership and innovative work behaviour. The moderating effect of role clarity between digital leadership and knowledge sharing was also substantiated. Results emphasise that digital leaders foster a climate that cultivates innovative work behaviour by encouraging knowledge sharing among team members, subject to a clear identification of employee roles. This study contributes to the extant literature by explaining how digital leadership enhances innovative work behaviour among employees through knowledge sharing and role clarity.