Impact of ethical leadership on team’s knowledge sharing in CPEC projects

Abstract

This study aims to explore the relationship between the ethical leadership of project managers working on the China Pakistan Economic Corridor (CPEC) and knowledge sharing in organizations working on CPEC, by relating Kant’s Ethical theory. The study is quantitative. Data was collected through a survey method from 310 employees working in CPEC organizations like Frontier Works Organization (FWO), Pakistan Railways (PR), National Engineering Services Pakistan (NESPAK), and their consultant firms. Results showed the positive impact of ethical leadership of CPEC project managers on moral motivation, ethical culture, and knowledge sharing in project teams. However, a very strong effect was observed when both mediators; the ethical culture of CPEC organizations and moral motivation (MM) of project teams were studied in a relationship with ethical leadership (ELS) of CPEC project managers and knowledge sharing (KS) in the project teams.