ALI ALABOODY,AHMED AMANAH,MIETHAK AL FATLWY
DOI: https://doi.org/The growth in knowledge-intensive industries necessitates efficient knowledge transfer within an organisation, which requires management and investmentas well assteps to address negative behaviours that can hinder knowledge sharing. The current study therefore examined the role of knowledge-oriented leadership in reducing such counterproductive behaviours and explored the mediating role of job resources. A sample of 469 faculty members at five Iraqi universities in the Middle Euphrates regioncompleteda questionnaire that solicited responses ona seven-point Likert scale. A descriptive-analytical approach was used to present, interpret and analyse the data. The results show a significant negative correlation between knowledge-based leadership practices—which facilitate the acquisition of knowledge through training programmes and activate knowledge transfer protocols, such as mentoring—and counterproductive knowledge behaviours among employees, including knowledge sabotage and hiding. Conversely, knowledge-based leadership positively affects job resources,and providing job resources at the task, social, environmental and organisational levels enhances the impact of knowledge-oriented leadership on counterproductive knowledge behaviour. We therefore propose a conceptual framework that maysupportpractical knowledge management in Iraqi universities and beyond.
