1. Introduction
Political instability, technological development, economic integration, and climate change can severely affect human lifestyle. In organisations, this predicament is exasperated by external pressure from the government, public and NGOs, creating the intention to concentrate on the environment by adopting sustainable features [
1,
2,
3]. Notably, sustainable development is a critical issue for businesses under environmental uncertainty [
4], and countries from the East Asia Economic Caucus (EAEC) are grappling with this issue. These countries possess significant sustainable development goals, though they are hindered by the manufacturing sector [
5]. Accordingly, the sustainability factor in these regions is critically debated due to energy-intensive carbon emissions from the manufacturing sectors, which severely affect economic growth and the environment [
6].
Furthermore, high pollution and carbon-emitting industries affect the environment, resulting in poor air quality in various EAEC regions. Thus, initiative steps must be addressed to stimulate sustainable development priorities and economic success. These steps include decision-making in sustainability adoption, followed by a sustainable development plan and its strategy for long-term implementation [
7]. A successful strategy for sustainable development is highly dependent on the policymakers (leaders) [
8,
9]. Hence, the research focus is redirected by the sustainable development efforts on social and economic issues on a global scale [
10].
In sustainable development, organizations consider environment as an integral part of their business activities and offer a win-win solution for the planet, society and themselves [
7]. Sustainable performance is defined as the performance in all aspects and for all stakeholders, and it is based on three dimensions, namely social performance, economic performance and environmental performance [
11]. Most studies in the extant literature evaluated the impact of sustainable performance on various factors: entrepreneurial leadership [
12], sustainable leadership [
13,
14,
15], authentic leadership [
16], and ethical leadership [
17]. Others include servant leadership [
18], transformational leadership [
19,
20] and value-based shared leadership [
21]. Nevertheless, because there are scant studies on the leadership-sustainable performance relationship [
19], emphasis must be given to exploring the mechanisms exhibited in this link [
7].
Organisational policies can be enhanced by a responsible leader [
22] who promotes ethical, value-based activities, fostering economic, social, environmental, and sustainable development [
23]. Previous studies claimed that responsible leaders are the vital driver of organisational performance [
24,
25], ethically inspiring employees via motivation, communication, and empowerment [
26]. This idea increases their motivation to accomplish their professional goals, nourishing responsible development and positive changes [
25,
27]. These leaders promote sharing valuable information and sustainability value to adopt sustainable practices, which sustain long-term economic, financial, and environmental performance [
8,
28]. Therefore, the present study aims to examine the responsible leadership effect on the sustainable performance of manufacturing firms in China.
In achieving the objectives of sustainable performance [
29], skilled employees must mutually assist each other (e.g., helpful initiatives) via the exchange of knowledge. Responsible leadership and knowledge sharing complement each other and exhibit equal weightage for organisational success [
24]. Previous studies in knowledge management concluded that these two factors are crucial in employees’ behaviours within a work environment [
30]. Knowledge sharing measures the extent to which employees possess positive feelings and are willing to share their knowledge [
31]. These practices enable organisations to leverage their employees’ knowledge base to develop their businesses [
32,
33], signifying its positive impact on sustainable performance.
Previous studies confirmed that the social exchange theory is a valid concept, positing knowledge sharing as a process for leaders to spur performance [
24,
34]. In social exchange, leaders generally motivate employees to accomplish their mutual goals [
35]. The social exchange theory claims that knowledge sharing, based on social reciprocity, is crucial to enhancing organisational performance [
36]. For instance, employees can synthesise knowledge in a working environment, which is crucial to enhancing their sustainable potential [
37]. However, suppressing knowledge may negatively influence their performance [
38]. Thus, responsible leadership becomes a vital predictor to share knowledge regarding sustainability and adopt sustainable performance [
22].
Sustainable knowledge and practices are the primary sources of sustainable economic and environmental output [
39]. Therefore, the current research aims to investigate the indirect impact of responsible leadership on sustainable performance through knowledge sharing. Among the members of EAEG, China, for instance, delivers a substantial weightage to its table [
40]. The country is considered the emerging world business hub with the most substantial market [
41]. Correspondingly, China’s approximately 39 million small and medium enterprises (SMEs) are critical economic-drivers and are also viewed as the country’s backbone [
42].
Past studies reported insufficient research on sustainable development among SMEs compared to large manufacturing firms [
19,
43,
44]; thus, the current study investigated employees of SMEs in China. Accordingly, this study delivers three contributions to the literature. Firstly, the literature is theoretically enriched by assessing the mediating role of knowledge sharing on the relationship between responsible leadership-sustainable performance. Secondly, the research gap is filled via empirical evidence on the indirect impact of responsible leadership on sustainable performance, achieved via knowledge sharing. Finally, this study illuminates the role of specific leadership and sustainable development among EAEG countries, specifically China.
The structure of the current study is as follows:
Section 2 explains the proposed hypotheses based on the theoretical background.
Section 3 elucidates the methodology related to current research objectives. Next,
Section 4 offers empirical evidence of this study. Finally,
Section 5 presents a discussion and conclusion for this research.
5. Discussion and Conclusions
This study aimed to investigate knowledge sharing as a mediator for the relationship between responsible leadership and knowledge sharing, predicated on the social exchange theory. The empirical evidence confirms the responsible leadership’s indirect effect on sustainable performance through knowledge sharing among SMEs in China. Furthermore, the findings claim the significant direct effect of responsible leadership on knowledge sharing and the latter on sustainable performance among China’s SMEs. These findings are elaborated as follows: In this study, the first hypothesis, H1, posits that responsible leaders significantly influence knowledge sharing practices among SMEs employees in China. The current findings confirm the significant positive impact of responsible leadership on knowledge sharing practices, which is consistent with the conclusions drawn by past researchers.
The extant literature has proved the positive effect of knowledge sharing on various leadership factors, including empowerment [
98], ethics [
99], servant [
100], authenticity [
101], and respectfulness [
102]. For instance, a study in the United States reported that team-focused transformational leaders significantly influence knowledge sharing among employees in high-tech firms [
103]. Moreover, sustainable leaders were found to develop a psychologically safe workplace [
69] and to empower employees [
32], which are strong determinants of knowledge sharing. Based on these findings, the hypothesis H2 is supported, claiming that employee knowledge sharing affects sustainable performance.
Principally, leaders spur knowledge sharing activities, driving performance [
104], and multiple studies indicate its impact on multiple aspects. These aspects are based on performance, comprising organisational [
105], innovation [
106,
107], project [
108], and team-based [
109]. Others include learning alliances [
110] and operational performances [
56,
111]. For instance, an investigation was conducted on research and development (R and D) firms in cross-border R and D partnership innovation projects. The findings revealed that the individual-level knowledge sharing behaviours positively affect the firms-level capabilities for strategic innovation [
112].
Establishing the social exchange theory, hypothesis H3 claims that knowledge sharing mediates responsible leadership and sustainable performance link. Hence, H3 is supported as the analysis concluded the partial indirect effect of responsible leadership on sustainable performance through knowledge sharing among China’s SMEs. These results aligned with previous findings [
56,
61,
113,
114]. Similarly, past studies confirmed that the mediating effect of knowledge sharing is on the correlations between transformational leadership, employees efficiency [
115], and innovative behaviour [
61].
A study was conducted among SMEs from the Association of Southeast Asian Nations (ASEAN) region. The findings from the study reported that psychological safety exhibited a mediating effect on the sustainable leadership-sustainable performance link [
69]. Similarly, another study in India reported a significant indirect effect of servant leadership on work performance through knowledge sharing among employees from the public sector [
114]. Finally, knowledge sharing was found to mediate the relationships between leaders’ supportive behaviour-employees creative performance [
116] and leader-member exchange-performance [
113].
5.1. Theoretical Implications
The current research possesses three theoretical contributions. First, this study unraveled the relationship of responsible leadership with knowledge sharing and that of knowledge sharing on sustainable performance through the lens of sustainable development, which enriched literature in the arena of knowledge management and sustainability. Previously, academicians have developed a leadership-sustainable performance relationship on the upper echelon theory [
15,
32,
71], which only focuses on their strategy as the best tool to enhance sustainable performance. Contrary to these studies, leaders always follow specific processes to execute their vision and mission. Current findings confirm that responsible leaders positively influence knowledge-sharing practices by introducing a shared vision, adopting a servant leadership approach, modeling as a change agent, and playing the role of stewardship [
36].
Second, this study has also concluded a positive impact of knowledge-sharing practices on sustainable performance. The knowledge sharing practices enable organisations to reconfigure their internal resources and capabilities to tackle external market and environmental changes [
117]. Till now, there has been a scarcity of its application in relation to sustainable performance [
55]. Sustainable development requires the embeddedness of explicit knowledge and implicit knowledge, and the understanding of internal and external circumstances to effectively balance economic, social, and ecological performance [
56]. The enhanced knowledge-sharing practices enable firms to trade off the interests of diverse stakeholders. Third, contributions include enrichment of the literature on social exchange theory. This idea was accomplished after examining the indirect effect of responsible leadership on sustainable performance through knowledge sharing.
5.2. Practical Implications
The current research has certain practical implications for owners, practitioners, and policymakers. First, organisations should promote responsible leadership practices in order to accomplish sustainable development goals. The current study explores the enactment of responsible leadership from a wider perspective. Top management can foster responsible leadership practices in their authority by introducing shared vision, and goals, working as a change agent, understanding the needs of stakeholders, communicating effectively and openly, and adopting a service-oriented approach. Organizations should work on capacity building at both the organizational and societal levels to promote responsible leadership practices. By working on capacity building, organizations can alter the employee mindset and offer the necessary knowledge, which is useful to accomplish sustainable development goals. Second, responsible leaders promote knowledge-sharing practices. Organizational management should focus on the behaviour displayed by responsible leaders, as it will influence the employee’s behaviour. Responsible leaders are well aware of their responsibilities in the context of new challenges such as sustainable development goals; therefore, their integration into an organization will influence the workplace environment. Furthermore, responsible leaders may expedite the employee’s working effectiveness and efficiency by offering them an exemplary model and shared vision.
Third, employees and organisational knowledge bases are crucial to gaining sustainable and competitive advantage [
8], and this study has emphasised this idea based on social exchange theory. This study concludes that responsible leaders positively enhance sustainable performance through knowledge sharing. It indicates that organisations are highly reliant on knowledge creation, sharing, and integration to reap the benefits of responsible leadership practices in the shape of sustainable performance at the optimum level. The organisations, which underestimate the significance of the knowledge-sharing process, may stay behind their competitors in order to accomplish the sustainable development goals, even in the presence of responsible leadership. Therefore, organisations should holistically review their knowledge management practices within their arena. The organisations also need to focus on cognitive demand, cognitive distance, and relationship management in order to create a conducive environment for knowledge-sharing practices. The organisations should also promote open communication and ideas sharing culture among their stakeholders.
5.3. Limitation and Future Direction
Despite its significant theoretical contributions and practical implications, this investigation is not free from limitations. First, this study only covered the role of knowledge sharing from the perspective of SMEs in China. Hence, future studies must be expanded in different regions to resolve the generalisation issue, facilitating policymakers and practitioners with deeper insight. Secondly, the role of responsible leadership was exclusively examined as an exogenous variable. Previous studies evaluated the leadership impact from various angles: servant, transformational, sustainable, authentic and ethical. Thus, a comparative study should confirm the most significant role of the specific leadership style in sustainable development.
Thirdly, national culture is significantly related to the organisational outcome of individuals’ attitudes and actions [
14]. Based on this observation, certain cultural attributes may alter the relationship of specific leadership with organisational and individual level outcomes [
117]. Moreover, the working environment in Asian and Western countries is different; hence, future studies must incorporate culture-related variables to explore the leadership-outcome relationship. Finally, since the findings were based on cross-sectional data, the forthcoming works must collect data from multiple sources or employ experiments to exhibit more valid results.