The Relationship Among Developmental Leadership, Employee Effectiveness, and Knowledge Creation.

Despite the fact that the source of organizational knowledge creation is an individual member in an organization, many studies on knowledge creation have been discussed at the organizational level. Research on knowledge creation at the individual level has been approached mainly from the perspective of the institutional practice related to human resources or organizational mechanisms, and has not studied knowledge creation in terms of the leadership of the middle manager and various employee’s organizational behavior. This study empirically analyzed the relationship between developmental leadership, employee effectiveness (job satisfaction, need for achievement, quality of relationship with coworkers) and knowledge creation at the individual level through the structural equation model. As a result of the analysis, although there was a correlation between developmental leadership and individual knowledge creation, the level of knowledge creation was high when employee effectiveness was mediated between two variables. This result suggests that the organization needs to consider attitudinal, motivational, and relational aspects of the employee and provide training in developmental leadership for middle managers in order to promote individual employees’ knowledge creation. [ABSTRACT FROM AUTHOR]