The Influence of Organizational Commitment, Emotional Intelligence, and Ethical Leadership on Knowledge Sharing: The Mediating Role of Organizational Citizenship Behavior in Pakistan's Mutual Fund Industry
DOI:
https://doi.org/10.63516/amss/03.01/003Keywords:
Emotional intelligence, Ethical leadership, Knowledge sharing, Mutual fund industry, Organizational citizenship behavior, Organizational commitmentAbstract
Purpose: This study examines how Emotional Intelligence (EI), Organizational Commitment (OC), and Ethical Leadership influence Knowledge Sharing, with Organizational Citizenship Behavior (OCB) as a mediator in Pakistan’s mutual fund sector.
Design: Using a positivist, explanatory research design, a quantitative survey was conducted among 350 employees of leading asset management organizations in Pakistan. Convenience sampling was used, and SmartPLS 4.0 was employed for Structural Equation Modeling.
Findings: Knowledge Sharing was strongly predicted by OCB. OCB was positively influenced by Ethical Leadership, Self-Emotional Awareness, and Use of Emotion, while OC and Emotion Regulation showed significant negative relationships. Others’ Emotion Appraisal had no significant effect on OCB. OCB significantly mediated the relationships between these factors and Knowledge Sharing, except for Others’ Emotion Appraisal.
Research limitations/implications: The cross-sectional design and focus on Pakistan’s mutual fund sector limit generalizability. Future studies should examine other financial sectors using longitudinal and multi-source data. The study extends Social Exchange Theory by highlighting how different EI dimensions and high-pressure financial environments may influence prosocial knowledge-sharing behaviors.
Originality/value: The study addresses an empirical gap by integrating psychological, attitudinal, and leadership factors. Its findings highlight the distinct effects of EI dimensions and challenge conventional views of organizational commitment in knowledge-sharing research.
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