The Mediating Role of Knowledge-Sharing Behavior on the Relationship between Leadership Effectiveness and Employee Productivity in National Government Agencies

Abstract

This study examined the mediating role of knowledge-sharing behavior in the relationship between leadership effectiveness and employee productivity among employees of National Government Agencies in Mati City, Davao Oriental. The study was anchored primarily on the Resource-Based View Theory and supported by Transformational Leadership Theory and the Theory of Planned Behavior. A quantitative, non-experimental, correlational, and mediational research design was employed. Using complete enumeration, 386 employees from nine participating National Government Agencies completed a standardized online questionnaire measuring leadership effectiveness, knowledge-sharing behavior, and employee productivity. Data were analyzed using descriptive statistics, Pearson product–moment correlation, multiple regression analysis, and the Sobel Test. Results showed very high levels of leadership effectiveness (M = 4.61), knowledge-sharing behavior (M = 4.63), and employee productivity (M = 4.58). Leadership effectiveness was significantly related to employee productivity (r = 0.675, p < 0.001) and knowledge-sharing behavior (r = 0.528, p < 0.001), while knowledge-sharing behavior was significantly related to employee productivity (r = 0.747, p < 0.001). Mediation analysis established that knowledge-sharing behavior fully mediated the relationship between leadership effectiveness and employee productivity, with approximately 96.2% of the total effect transmitted through knowledge-sharing behavior and a significant Sobel test result (z = 9.544, p < 0.001). The study concludes that effective leadership enhances employee productivity primarily by fostering knowledge exchange, collaboration, and organizational learning. Agency leaders and Human Resource Management Offices are therefore encouraged to institutionalize knowledge-sharing practices within leadership, learning and development, and performance management initiatives. The study supports SDG 8, SDG 9, and SDG 10 by promoting productive work environments, organizational learning and innovation, and equitable access to knowledge and opportunities. Its sustainability contribution lies in strengthening institutional, governance, socio-economic, and innovation capacities for sustained and responsive public service delivery.