THE EFFECTS OF DIGITAL LEADERSHIP AND DIGITAL SOCIAL CAPITAL ON TACIT KNOWLEDGE SHARING: THE MEDIATING ROLE OF PSYCHOLOGICAL SAFETY IN FEMALE-LED DIGITAL ORGANIZATIONS IN CHINA
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This study examines how digital leadership and digital social capital promote tacit knowledge sharing in digitally transforming Chinese organizations led by female managers, with psychological safety as a mediating mechanism. Four objectives guided the research: to test the direct effects of digital leadership and digital social capital on tacit knowledge sharing; to examine their effects on psychological safety; to test the mediating role of psychological safety; and to discuss how female managers use digitally mediated relational resources to facilitate knowledge exchange. A quantitative cross-sectional survey design was employed. Data were collected from 424 employees who worked under female managers in digital or digitally transforming organizations in China. Established five-point Likert scales were used to measure digital leadership, digital social capital, psychological safety, and tacit knowledge sharing. IBM SPSS was used for reliability analysis, descriptive statistics, correlation analysis, regression analysis, and bootstrap mediation testing with 5,000 resamples. The results show that digital leadership positively affects tacit knowledge sharing (β = .939, p < .001) and psychological safety (β = .943, p < .001). Digital social capital also positively affects tacit knowledge sharing (β = .942, p < .001) and psychological safety (β = .940, p < .001). 39.87% and 38.27% of the total effects, respectively. The findings indicate that digital leadership and digital social capital are most effective when employees perceive digitally mediated interaction as psychologically safe. The study contributes to digital leadership, social capital, and knowledge management research by explaining the socio-emotional mechanism through which female-led digital organizations activate tacit knowledge sharing.
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