Leader Mindfulness and Employee Explicit vs. Tacit Knowledge Sharing: Based on Signaling Theory Lens

Drawing on signaling theory, this study investigates the mediating effects of prosocial and image preservation motivations in the relationship between leader mindfulness and employee explicit and tacit knowledge sharing. To test our conceptual model, we conducted a three-wave field study with 332 dyads full-time employees and their immediate supervisors. Results supported the mediating effects of prosocial motivation in accounting for the relationship between leader mindfulness and employee explicit and tacit knowledge sharing. While image preservation motivation only mediated the positive effect of leader mindfulness on employee explicit knowledge sharing. Our study is among the first to examine how leader mindfulness predicts employee explicit and tacit knowledge sharing. We discuss implications for theorizing on mindfulness, leadership, knowledge management, and motivation, as well as practical implications.