Journal articles focus on transformational leadership and knowledge and knowledge sharing within an organization, please review these concepts and answer the following questions:
How do trustworthy and ethical leaders enhance knowledge sharing in organizations? How does this impact the rate of information technology implementations? How does this impact data management within organizations? 
How does servant leadership assist with transferring knowledge in an organization? 
When thinking about data analytics, how does transformational leadership assist with building good data structures?
 Please be sure that journal articles are peer-reviewed and are published within the last five years.
The paper should meet the following requirements:
3-5 pages in length (not including title page or references)
APA guidelines must be followed. The paper must include a cover page, an introduction, a body with fully developed content, and a conclusion.
A minimum of five peer-reviewed journal articles.
The writing should be clear and concise. Headings should be used to transition thoughts.SERVANT LEADERSHIP AND TEAM PERFORMANCE: THE
MEDIATING ROLE OF KNOWLEDGE-SHARING CLIMATE

CHANHOO SONG
Korea Advanced Institute of Science and Technology

KWANGSEO RYAN PARK
Pay Governance Global Consulting Group, Republic of Korea

SEUNG-WAN KANG
Gachon University

We examined servant leadership as a precursor to a knowledge-sharing climate and
demonstrated the mediating role of knowledge-sharing climate in the relationship between
servant leadership and team performance. Data from 67 teams, comprising 1,884 direct sales
representatives of a large cosmetics company in South Korea, were analyzed at the team
level. Actual team sales data were obtained from the company 3 months after surveying, and
regression analyses and bootstrapping were used to test the hypotheses. The results showed
2 key findings: servant leadership positively affected the knowledge-sharing climate of the
team; and knowledge-sharing climate mediated the relationship between servant leadership
and team sales performance. Theoretical and practical implications of the findings are
discussed.

Keywords: servant leadership, knowledge-sharing climate, team performance, sales
performance, social exchange theory, social learning theory.

Following Greenleaf’s (1977) conceptualization of servant leadership, a
number of researchers have explored its relationship with various dependent
variables, such as individual job performance (e.g., Liden, Wayne, Zhao,

SOCIAL BEHAVIOR AND PERSONALITY, 2015, 43(10), 1749–1760
© Society for Personality Research
http://dx.doi.org/10.2224/sbp.2015.43.10.1749

1749

Chanhoo Song, Department of Business and Technology Management, Korea Advanced Institute of
Science and Technology; Kwangseo Ryan Park, Pay Governance Global Consulting Group, Republic
of Korea; Seung-Wan Kang, College of Business, Gachon University.
This work was supported by the 2015 Gachon University research fund (GCU-2015-0052).
Correspondence concerning this article should be addressed to: Seung-Wan Kang, College of
Business, Gachon University, 1342 Seongnamdaero, Sujeong-gu, Seongnam City, Gyeonggi-do
461-701, Republic of Korea. Email: global7@gachon.ac.kr

SERVANT LEADERSHIP AND TEAM PERFORMANCE1750

& Henderson, 2008), individual attitudes (e.g., Barbuto & Wheeler, 2006;
Ehrhart, 2004), team effectiveness (e.g., Irving & Longbotham, 2007), and
corporate social responsibility (e.g., Burlingham, 2007). van Dierendonck (2011)
distinguished six key characteristics of servant leadership from those of other
leadership constructs: empowering and developing people, humility, authenticity,
interpersonal acceptance, providing direction, and stewardship. On the basis
of social exchange theory (Blau, 1964) and social learning theory (Bandura,
1977), in this study we explored the relationship between servant leadership
and bottom-line performance by incorporating knowledge-sharing climate as a
potential mediator.

Literature Review and Hypotheses Development

Al




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