The relation between skills and knowledge sharing. Explaining the mediating role of fear losing power

Background: Knowledge sharing is a critical driver of organizational innovation and competitiveness. However, fear of losing power often hinders employees from sharing their expertise, limiting collective learning and performance. While prior research emphasizes technical and managerial solutions, the role of individual skills (hard, soft and emotional) in influencing knowledge-sharing behaviors and mitigating power-related fears remains underexplored. Objectives: This study examines the impact of individual skills on knowledge-sharing behaviors and investigates the mediating role of fear of losing power. Specifically, it aims to clarify how technical expertise, interpersonal skills, and emotional skills shape the willingness to share knowledge in organizational contexts. Methodology: A survey-based approach was employed, targeting employees from diverse sectors. The data were analyzed using Structural Equation Modeling (SEM) to assess the direct and mediated relationships among individual skills, fear of losing power, and knowledge sharing. Results: Employees with advanced hard skills tend to be less inclined to share knowledge, as they experience an increased sense of vulnerability and a fear of losing their perceived power. In contrast, individuals possessing strong soft skills demonstrate greater openness and a proactive willingness to collaborate. The fear of losing power acts as a pivotal mediator, amplifying the limiting effects of hard skills on knowledge sharing while leaving soft skills unaffected. Emotional skills, on the other hand, play a significant mediating role by mitigating the fear of losing power, thereby fostering a more open and inclusive exchange of knowledge. Implications: Organizations should address power dynamics by fostering environments that reduce competitive mindsets. Interventions such as emotional intelligence training, collaborative frameworks, and clear incentives for knowledge sharing can mitigate power-related fears and enhance knowledge flow. Originality e Value: This study extends knowledge management literature by highlighting the nuanced role of individual skills and power dynamics in knowledge sharing. It underscores the importance of emotional intelligence and relational skills in overcoming psychological barriers, contributing to innovative and inclusive organizational cultures.