How transformational leadership supports knowledge sharing

2017 ◽  
Vol 11 (3) ◽  
pp. 479-497 ◽  
Author(s):  
Phong Ba Le ◽  
Hui Lei
Keyword(s):  
Transformational Leadership ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Knowledge Sharing ◽  
Work Experience ◽  
Personal Characteristics ◽  
Structural Equations ◽  
Future Research ◽  
Service Firms ◽  
Content Type

Purpose This paper aims to clarify the influences of transformational leadership (TL), aspects of justice and trust on knowledge sharing (KS) process after assessing the controlling role of individuals’ education and gender. Design/methodology/approach Structural equations modeling (SEM) has been applied to evaluate the degree of influence that each variable has on the others through using data collected from 353 respondents of 56 large manufacturing and service firms. Findings The results show that distributive justice, procedural justice and trust in leadership play mediating roles in the relationship between TL and KS behavior. TL and procedural justice have more significant effects on knowledge collecting, while trust in the leader and distributive justice have more significant effects on knowledge donating. Research limitations/implications Future research can investigate how personal characteristics (e.g. educational level and work experience) may play moderating roles in the relationships between TL and KS processes. Practical implications From a practical perspective, the study brings a deeper understanding for directors and managers about the necessary factors to encourage and promote KS behavior in the organization. Originality/value The study findings provide a theoretical basis that can be used to analyze the relationships between TL, aspects of justice, trust and the KS process.

The mediating role of trust in stimulating the relationship between transformational leadership and knowledge sharing processes

2018 ◽  
Vol 22 (3) ◽  
pp. 521-537 ◽  
Author(s):  
Phong Ba Le ◽  
Hui Lei
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Personal Characteristics ◽  
Future Research ◽  
Service Firms ◽  
Content Type ◽  
Employee Trust ◽  
Using Data ◽  
The Relationship

Purpose This paper aims to investigate the influence of transformational leadership (TL) and two aspects of trust (trust in a leader and trust among members, including two versions of each: “disclosure” and “reliance”) on knowledge collecting (KC) and knowledge donating (KD). Design/methodology/approach Structural equation modelling was used to test the effects of TL and aspects of trust on knowledge sharing (KS) processes using data collected from 336 participants at 35 large service firms. Findings The results showed that reliance-based trust in a leader (LR), disclosure-based trust in a leader (LD), reliance-based trust among members (MR) and disclosure-based trust among members (MD) act as mediators in the relationship between TL and KS processes. LR and MR have more significant effects on KD, whereas LD, MD and TL have more significant effects on KC. Research limitations/implications Future research could examine how personal characteristics (e.g. education level and working experiences) moderate the relationships between TL and KS processes. Practical implications From a practical perspective, the paper provides directors/managers an increased understanding of paths to success in KC and KD. Originality/value This paper provides theoretical initiatives on building employee trust and improving KS in the field of knowledge management. From a managerial perspective, this study identifies necessary factors for encouraging and promoting KS processes within an organization.

Vocational students' perspective on professional skills workplace learning

2014 ◽  
Vol 26 (2) ◽  
pp. 128-148 ◽  
Author(s):  
Sari Metso ◽  
Aino Kianto
Keyword(s):  
Workplace Learning ◽  
Work Experience ◽  
Positive Impact ◽  
Organizational Factors ◽  
Structural Equations ◽  
Mediating Effect ◽  
Future Research ◽  
Vocational Students ◽  
Professional Skills ◽  
Content Type

Purpose – The purpose of this study is to identify factors that influence vocational students' development of professional skills during workplace learning and to examine the effects and relationships of these factors. Design/methodology/approach – The results were based on the responses of 285 graduating Finnish vocational students. The confirmatory factor analysis and structural equations were conducted using Lisrel. Findings – Motivational factors, including performance orientation and self-efficacy, and organizational factors, including guidance, psychological climate and knowledge acquisition, had a direct and positive impact on the students' development of professional skills. The attitudinal factor measured through work alienation had a partial mediating effect on the relationship between the organizational factors and the development of professional skills. The cognitive factor consisting of prior work experience in the studied field, however, had no effect on skill development Research limitations/implications – The study was based on students' self-appraisal of the studied factors. Future research should consider workplace instructors' and vocational teachers' viewpoints regarding students' development of professional skills. Practical implications – Managers are encouraged to plan a structured orientation period for students and to help workplace instructors design their work in order to facilitate a successful workplace learning period. Originality/value – This study highlights the importance of organizational factors and workplace instructors to students' development of professional skills through work. Furthermore, it provides empirical evidence on the special characteristics of these factors.

The nexus among innovation types, knowledge sharing, transformational leadership, and marketing performance in an emerging economy

2020 ◽  
Vol 12 (4) ◽  
pp. 529-548
Author(s):  
Samuel Afriyie ◽  
Jianguo Du ◽  
Abdul-Aziz Ibn Musah
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Critical Role ◽  
Emerging Economy ◽  
Equation Modeling ◽  
Service Firms ◽  
Content Type ◽  
Marketing Performance ◽  
The Relationship

Purpose This paper aims to empirically examine the structural relationship between innovation types, transformational leadership (TL), knowledge sharing (KS) and marketing performance (MP) in small- and medium-sized enterprise (SME) service firms. The paper further investigates the extent to which TL and KS influence the relationship between innovation and MP and how such an effect could be managed for SME development. Design/methodology/approach Cross-sectional survey data are collected from 437 from SME service firms of an emerging economy with a fast-growing service sector. The quantitative methodologies were used in which partial least squares structural equation modeling with bootstrap procedures was adopted to test the hypotheses. Findings The findings suggest that Innovations have a significant effect on MP, TL has a moderating effect on the relationship and whiles KS mediates between innovation and MP. The study’s results indicate that these effects are robust in the firm’s marketplace. Research limitations/implications This study calls for future testing of the current framework in other economies and SME sectors such as manufacturing, which makes findings contextual. Practical implications For SME to remain competitive, this study deepens the effect of innovation on performance and as such managers/owners should consider the vital role of TL and KS as a predictor of the relationship between innovation and MP. Social implications The findings emphasize the critical role of KS and TL in the relationship between innovation types and MP SMEs in an emerging economy. Originality/value This current study contributes to the literature by assessing a valid model that describes concurrently the relationships between innovation types, TL, KS and MP. This is the first empirical study to focus on SME MP in relation to types of innovation, TL and KS in an emerging economy.

Impact of transformational leadership on team performance: an empirical study in UAE

2015 ◽  
Vol 19 (4) ◽  
pp. 30-56 ◽  
Author(s):  
A. Srinivasa Rao ◽  
Waheed Kareem Abdul
Keyword(s):  
Transformational Leadership ◽  
Conceptual Framework ◽  
Team Performance ◽  
Psychological Empowerment ◽  
Structural Equations ◽  
Two Dimensions ◽  
Mediation Effect ◽  
Future Research ◽  
Content Type ◽  
Support For Innovation

Purpose – The purpose of this study is to empirically investigate impact of transformational leadership on team performance and the effects of support for innovation and psychological empowerment in this association. Over the past many decades, teams have become an increasingly popular way of organizing and coordinating work. This trend creates new challenges for leaders, as they are expected to motivate individual employees and to improve team performance simultaneously. Design/methodology/approach – This study proposes a conceptual framework for understanding motivation and support extended to individual employees which would influence team performance. The conceptual framework includes psychological empowerment and support for innovation as mediating variables in the effect of transformational leadership on team performance. The study also validates the proposed conceptual framework using a second-order confirmatory factor analysis technique, namely, partial least squares-structural equations modeling, with the data collected from 182 followers from 10 service organizations in the UAE. Findings – The findings suggest that transformational leadership has significant positive impact on team performance and, on the contrary, transactional leadership has significant negative effect on team performance. Two dimensions of psychological empowerment such as meaning and self-determination have partial mediation effect in the relationship between transformational leadership and team performance. Originality/value – This study contributes to the research that identifies team mechanisms influenced by transformational leadership that can affect team success and performance, particularly in the context of UAE-based organizations. Managerial implications and future research areas are further discussed.

scholarly journals Does transformational leadership matter for innovation in banks? The mediating role of knowledge sharing

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sherine Al- Ahmad Chaar ◽  
Nasser Fathi Easa
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Structural Equations ◽  
Content Type ◽  
Mediating Role ◽  
Innovative Products ◽  
New Ideas ◽  
Research Findings ◽  
The Relationship

Purpose This paper aims to examine the mediating role of knowledge sharing (KS) on the relationship between the transformational leadership (TL) and innovation in banks. Design/methodology/approach Quantitative analysis was conducted by using the structural equations modeling with AMOS 24 to examine the influence of the mediating role of KS on the TL–innovation relationship. Data were collected from 310 employees at 27 banks in Lebanon. Findings The research highlights that leaders exhibiting transformational behavior were able to promote knowledge-sharing culture that enhances the generation of new ideas, products and processes. The findings confirmed that KS mediates the association of TL and innovation. Practical implications The findings point to how TL mobilizes employees to engage in innovative products and processes by encouraging a knowledge-sharing culture. Originality/value The research findings advance the understanding of how TL stimulates innovation and highlights the benefits gained by cultivating KS to generate more innovative outcomes.

The Link Between Transformational Leadership and Knowledge Sharing: Mediating Role of Distributive, Procedural and Interactional Justice

2020 ◽  
Vol 19 (03) ◽  
pp. 2050020
Author(s):  
Le Ba Phong ◽  
Than Thanh Son
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Deep Understanding ◽  
Interactional Justice ◽  
Structural Equations ◽  
Service Firms ◽  
Mediating Role ◽  
Using Data

Drawing on the social exchange theory, this study investigates the influences of transformational leadership (TL) and specific aspects of justice on employee knowledge sharing (KS) behaviours, namely, knowledge collecting (KC) and knowledge donating (KD). Structural equations modelling (SEM) is applied to examine the correlation among the latent factors using data collected from 365 participants at 85 large manufacturing and service firms. The findings indicated that distributive justice (DJ), procedural justice (PJ) and interactional justice (IJ) act as mediating roles in the relationship between TL and KS processes. Specifically, TL and DJ have more significant effects on KD, whereas PJ and IJ have more significant effects on KC. From a practical perspective, the study brings more deep understanding for directors/managers about the effective pathway to improve KC and KD. The findings of this study provide a theoretical basis, which can be used to analyze relationships TL, aspects of justice and KS behaviours. The paper, therefore, significantly extends and refines theories of leadership and social exchange.

How knowledge sharing connects interpersonal trust and innovation capability

2019 ◽  
Vol 13 (2) ◽  
pp. 276-298 ◽  
Author(s):  
Hui Lei ◽  
Thuong Thi Nguyen ◽  
Phong Ba Le
Keyword(s):  
Knowledge Sharing ◽  
Product Innovation ◽  
Interpersonal Trust ◽  
Process Innovation ◽  
Psychological State ◽  
Future Research ◽  
Service Firms ◽  
Innovation Capability ◽  
Content Type ◽  
Positive Effects

Purpose Knowledge sharing (KS) and innovation are generally believed as the antecedents of key outcomes that help firms to attain and sustain competitive advantage in long term. The purpose of this paper is to analyze the mechanism of how interpersonal trust and leader support affect KS and improve firm’s innovation capabilities. Design/methodology/approach This is a research paper which is built using empirical data collected from 68 manufacturing and service firms in China. Findings First, the findings show that leader supports moderate the correlation between interpersonal trust and KS. Second, KS serves as mediator in the relationship between interpersonal trust and firm’s innovation capabilities. Research limitations/implications KS plays a crucial role in stimulating innovation capabilities for both manufacturing and service firms. Future research should explore the effects of the motivational factors (such as positive psychological state, perceived benefits and costs) on KS and firm’s innovation capabilities. Practical implications The paper provides the evidence for the positive effects of interpersonal trust on KS, which in turn is significantly associated with product innovation and process innovation. It highlights the important role of leader supports in promoting the degree of sharing knowledge among individuals to enhance innovation capabilities for firms. Originality/value This study puts the theory of innovation forward based on exploring the key factors that have potential and positive impacts on two specific types of innovation capability, namely, product innovation and process innovation, for both manufacturing and service firms.

Good problem solvers? Leveraging knowledge sharing mechanisms and management support

2019 ◽  
Vol 23 (6) ◽  
pp. 1017-1038 ◽  
Author(s):  
Ambra Galeazzo ◽  
Andrea Furlan
Keyword(s):  
Transformational Leadership ◽  
Problem Solving ◽  
Knowledge Sharing ◽  
Hierarchical Linear Modeling ◽  
Shop Floor ◽  
Management Support ◽  
Linear Modeling ◽  
Content Type ◽  
Problem Solvers ◽  
Good Problem

Purpose Organizational learning relies on problem-solving as a way to generate new knowledge. Good problem solvers should adopt a problem-solving orientation (PSO) that analyzes the causes of problems to arrive at an effective solution. The purpose of this paper is to investigate this relevant, though underexplored, topic by examining two important antecedents of PSO: knowledge sharing mechanisms and transformational leaders’ support. Design/methodology/approach Hierarchical linear modeling analyses were performed on a sample of 131 workers in 12 plants. A questionnaire was designed to collect data from shop-floor employees. Knowledge sharing was measured using the mechanisms of participative practices and standardized practices. Management support was assessed based on the extent to which supervisors engaged in transformational leadership. Findings Knowledge sharing mechanisms are an antecedent of PSO behavior, but management support measured in terms of transformational leadership is not. However, transformational leadership affects the use of knowledge sharing mechanisms that, in turn, is positively related to PSO behavior. Practical implications The research provides practical guidance for practitioners to understand how to manage knowledge in the workplace to promote employees’ PSO behaviors. Originality/value Though problem-solving activities are intrinsic in any working context, PSO is still very much underrepresented and scarcely understood in knowledge management studies. This study fills this gap by investigating the antecedents of PSO behavior.

Transformational leadership and employee creativity

2015 ◽  
Vol 53 (5) ◽  
pp. 894-910 ◽  
Author(s):  
Swati Mittal ◽  
Rajib Lochan Dhar
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
High Performance ◽  
Hierarchical Regression ◽  
Medium Size ◽  
Employee Creativity ◽  
Content Type ◽  
Managerial Implications ◽  
Transformational Leadership Style

Purpose – Among the different styles of leadership, transformational leadership has gained most attention from organisational researchers and academics. Although transformational leadership and its work-associated outcomes have been examined in previous literature, only a small number of studies highlighted the role of transformational leadership style in fostering employee creativity, mediated through their creative self-efficacy (CSE) in the context of Indian organisations. The purpose of this paper is to observe the effect of transformational leadership on employee creativity in small and medium sized IT companies, where CSE is proposed as a mediator and knowledge sharing as a moderator through which a transformational leader tends to influence the creativity of the employees. Design/methodology/approach – Data were gathered from 348 manager-employee dyads of small and medium size IT companies operating in India. They replied to questions about their leader’s transformational leadership style, employee CSE, knowledge sharing and creativity. Findings – Findings of the present study, derived from a hierarchical regression analysis, using the data of 348 manager-employee dyads from Indian IT SMEs professionals, revealed that CSE mediates the relation between transformational leadership and employee creativity. In addition, knowledge sharing acts as a moderator for CSE and employee creativity. Research limitations/implications – A sample size is one probable limitation of the study. Another limitation of the study is that factors used for the survey were self-reported by the respondents. Self-reporting may not always produce reliable and accurate response. Practical implications – Based on the results, this study presents strong theoretical and managerial implications that can be used by IT organisations to evaluate the consequence of transformational leadership on employee creativity. Through transformational leadership style, leader can develop CSE and employee creativity to do things in a better way and develop knowledge sharing in employees for high performance. Therefore, the IT industry need to understand that creativity is one of the approaches to attaining and sustaining competitive advantage. In addition, it is important for them to find out more about the relation between transformational leadership, CSE and employee creativity. Originality/value – The study adds to the existing literature by illuminating the process through which transformational leadership has a significant effect on fostering CSE and employee creativity.

Impact of perceived organizational support and green transformational leadership on sustainable organizational performance: a SEM approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manita Kusi ◽  
Fuqiang Zhao ◽  
Dinesh Sukamani
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Current Knowledge ◽  
Future Research ◽  
Content Type ◽  
The Relationship ◽  
Staff Level

PurposeThe study aims to scrutinize the concomitant associations between corporate social responsibility (CSR), perceived organizational support (POS), green transformational leadership (GTL) and organizational performance (OP). This paper aims to explore the role of intervening variable to measure the strength on the relationship between CSR and OP.Design/methodology/approachThis research administered a survey through self-administered questionnaire among the staff-level employees of construction companies of Nepal. Fully filled 305 responses from the participants were analyzed using a structural equation model. The study used self-structured questionnaire as research tool and face-to-face meetings as data collection technique.FindingsThe research indicates that POS showed competitive partial mediation relation between CSR and OP. Besides, a novel exploration of the moderation effect of GTL displays a supportive role in harmonizing the CSR with organizational support to achieve better OP. This study enriches empirical evidence to understand the linkage between CSR and POS in staff-level employees in the construction area. Moreover, the research shed a light on GTL 's moderating influence on the mediated model of CSR, POS and OP.Research limitations/implicationsAlthough the results of the study add to the current knowledge base, several limitations highlight avenues for future research. Future studies can explore the relationship in other study areas with added evidence on a similar result with different analysis patterns and study sample. The research model studied in the context of Nepal creating evidence as a representation for the developing countries.Originality/valueThe intervening role of POS and GTL gives new insight for the research-based organization based social behavior and performance

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