Empowering Leadership as A Catalyst for Knowledge Sharing: Evidence from North India

This study examines the impact of empowering leadership on knowledge sharing, emphasizing the mediating role of employee quiet. A total of 430 participants from various organizations across North India engaged in the data collection procedure and data is further analysed using SPSS and AMOS 21. The findings reveal that empowering leadership is negatively correlated with employee silence while showing a positive correlation with knowledge sharing. Moreover, there is a negative relationship between employee silence and the knowledge sharing. These findings underscore the importance of leadership in creating an open communication atmosphere that promotes information sharing while reducing employee silence. The study has theoretical and practical implications for improving organizational performance using effective leadership tactics.