Conclusion
Integrating self-determination and social learning theories, this study has examined the ethical leadership process underpinned by two different regulatory mechanisms. The results of our study reveal that ethical leadership is an effective way to cultivate knowledge sharing among employees through the use of both external and internal regulations. Our research provides initial empirical evidence supporting the theoretical conceptualization of ethical leadership as a dual-pillar construct. These findings underscore the importance of leaders' being both a moral person and moral manager in constructing effective ethical leadership and motivating resource sharing among employees. Our research extends the current literature on ethical leadership and knowledge sharing, and catalyzes future research to examine additional medicating mechanisms and the boundary conditions of the relationship between ethical leadership and knowledge sharing.
