关键词: 授权型领导, 知识共享, 组织支持感, 内部人身份认知, 项目紧迫性

Abstract: Knowledge sharing in projects can promote the integration of knowledge among different members, which is significant for improving project resilience, reducing project costs, and improving project efficiency. Therefore, more and more literature has explored the factors affecting knowledge sharing in projects. Project managers are the core of a project team, and their leadership profoundly affects the perception and actions of team members. Exploring knowledge sharing from the perspective of project manager leadership is a cutting-edge topic in the current cross research of knowledge management theory, leadership theory, and project management theory. However, most of the relevant studies focus on transformational leadership, charismatic leadership, and knowledge leadership, and there are insufficient discussions on empowering leadership. Based on affective events theory, we explore the influence of project managers' empowering leadership on knowledge sharing in projects, focus on the mediating role of perceived organizational support and perceived insider status in this relationship, as well as the moderating role of project urgency, and construct a conceptual model for empowering leadership, perceived organizational support, perceived insider status, project urgency, and knowledge sharing in projects. We distribute electronic and written questionnaires to members of China's construction project teams, and recover 220 valid questionnaires. Then, we use structural equation model to carry out empirical analysis on 220 valid data.
The empirical results show that: (1) Project managers' empowering leadership has a significant promoting effect on knowledge sharing within projects; (2)Perceived organizational support and perceived insider status mediate the relationship between project managers' empowering leadership and knowledge sharing in projects; (3)Project urgency plays an inverted U-shaped role in regulating the relationship between project managers' empowering leadership and perceived organizational support, and plays a U-shaped role in regulating the relationship between perceived insider status and knowledge sharing within projects. In other words, the main paths for empowering leadership to affect knowledge sharing in projects are: (1)Empowering leadership-perceived organizational support-knowledge sharing in projects, and (2)empowering leadership-perceived insider status-knowledge sharing in projects. These two paths are constrained by project urgency.
The innovation of this paper lies in: (1)Revealing the impact of project managers' empowering leadership on knowledge sharing; (2)Revealing the internal dual paths between leadership and knowledge sharing by affective events theory; (3)Revealing the moderating effect of project urgency on the dual mediating paths between managers' empowering leadership and knowledge sharing. In future research, the scope of data collection should be further expanded to make research conclusions more universal. Meanwhile, modifying or reconstructing conceptual models from a dynamic perspective is a direction worth exploring. In addition, whether other project characteristics (such as project complexity and project proximity)will constrain dual paths is a question worth pondering in future related research. Moreover, the extreme value of project urgency on dual path regulation and the threshold value of superposition effect should be clarified in subsequent research, so as to better guide the establishment of a knowledge governance strategic system.

Key words: empowering leadership, knowledge sharing, perceived organizational support, perceived insider status, project urgency