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

摘要： 领导对员工知识共享行为的激发或抑制作用正在引起学术界的广泛关注,但既有研究大多聚焦于企业层面,针对项目层面的研究有所不足,更鲜有文献专注授权型领导与项目内知识共享的关系。基于情感事件理论,探究项目经理授权型领导对项目内知识共享的影响,着重分析组织支持感、内部人身份认知在此关系中起到的中介作用,探讨项目紧迫性的调节作用。在构建五者关系模型的基础上,运用结构方程模型对220份有效数据开展实证分析。实证结果表明:(1)项目经理授权型领导对项目内知识共享具有显著促进作用;(2)组织支持感、内部人身份认知在项目经理授权型领导与项目内知识共享的关系之间具有中介作用;(3)项目紧迫性在项目经理授权型领导与组织支持感关系间起倒U型调节作用,在内部人身份认知与项目内知识共享关系间起U型调节作用。

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