Empowering leadership and employee innovation: unraveling the roles of psychological empowerment and knowledge sharing

Purpose This research aims to explore the interrelationships between empowering leadership (EL) and dimensions of innovative work behavior (idea generation, promotion and realization), psychological empowerment (PE) and knowledge sharing (KS). Furthermore, it explores the mediating role of PE and/or KS in the relationship between EL and dimensions of innovative work behavior. Design/methodology/approach The analytical framework was empirically validated using social exchange theory (SET). A comprehensive survey was conducted with 400 respondents in hospitals accredited by the General Authority for Healthcare Accreditation and Regulation (GAHAR) in Egypt. Findings The findings demonstrate the positive influence of EL on employees’ PE, KS and innovative work behavior (IWB) while underscoring the beneficial influence of PE on KS and IWB. The results also reveal the mediating role of PE and KS in the association of EL with IWB. Furthermore, they indicate the ability of empowering leaders to enhance a supportive environment for interactive communication by promoting KS among team members, with respect to employees’ PE. Originality/value This study attempts to fill a gap in the literature through the integration of the associations of EL, KS, PE, and IWB. Social exchange theory has been employed to examine how EL influences both PE and KS in order to predict IWB. Moreover, the study presents new perspectives on the mediating effects of PE and/or KS on EL and IWB within the Egyptian healthcare sector, potentially informing practical strategies in the field.