Differentiating two facets of trust in colleagues

Abstract

Purpose The purpose of this paper is to examine the relationship between ethical leadership and employee cross-team knowledge sharing via the differentiating mediating effects of cognitive and affective trust in colleagues. Design/methodology/approach Multi-source and multi-wave data were collected from 214 dyads of employees and their supervisors. Linear regression was employed to examine the hypotheses. Findings Ethical leadership positively predicts employee cross-team knowledge sharing. Affective trust in colleagues mediates the relationship between ethical leadership and employee cross-team knowledge sharing, whereas cognitive trust in colleagues does not. The hypothesis – the mediating effect of affective trust in colleagues between ethical leadership and cross-team knowledge sharing is greater than that of cognitive trust in colleagues – is not supported. Originality/value This study extends understanding of the influence of ethical leadership on cross-team knowledge sharing. It further differentiates cognitive and affective trust in colleagues between ethical leadership and cross-team knowledge sharing. These findings are valuable for improving the research of leadership practices and knowledge sharing.