Organizational Culture, Transformational Leadership and the Impact on Knowledge Sharing in Selected Research Organization

Purpose: This study evaluates the role of transformational leadership in effective strategic implementation. The purposes of this study are; first, to examine the degree of transformational leadership of administrative officials; second, to assess the degree of effective strategic implementation; third, to investigate the impact of transformational leadership on effective strategic implementation. Finally, this study examines the roles of organizational culture as a moderator of the association between transformational leadership and effective strategic implementation. Methodology: This study uses the case study of municipalities in Trang Province in Thailand. This research employs quantitative methods. The questionnaires are collected from administrative officials of municipalities in Trang Province. Descriptive statistics are used to analyse the data. This study uses Pearson correlation analysis to achieve the associations between two variables. In addition, regression analysis is applied as a suitable statistical tool to test the hypotheses. Implication: This study combined the framework of strategic management, leadership, and organizational culture for testing the conceptual model. The study is particularly useful for improving the roles of administrative officials in order to achieve effective strategic in municipalities.

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The impact of transformational leadership on individual academy performance through knowledge sharing

Uncertain Supply Chain Management ◽

10.5267/j.uscm.2021.1.004 ◽

2021 ◽

Vol 9 (2) ◽

pp. 465-480 ◽

Cited By ~ 1

Author(s):

Thi Minh Thu Vu ◽

Khashayar Yazdani

Keyword(s):

Higher Education ◽

Social Support ◽

Transformational Leadership ◽

Organizational Commitment ◽

Organizational Learning ◽

Knowledge Sharing ◽

Employee Engagement ◽

The Impact ◽

The Relationship ◽

Positive Effect

The objective of this paper is to evaluate the impact of transformational leadership on individual academy performance through knowledge sharing, organizational learning, organizational commitment in higher education Vietnam. The study conducts the research on 500 lecturers at 10 universities in Vietnam. The study uses Smart pls 3.6 software to analyze the data. The results show that transformational leadership had a positive effect on knowledge sharing, organizational learning and organizational commitment. Ultimately, employee engagement and social support play a moderate role in the relationship between transformational leadership and knowledge sharing statistically. However, organizational learning and organizational commitment did not play any mediate role on the relationship between transformational leadership and knowledge sharing.

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INNOVATION AND KNOWLEDGE SHARING OF SME IN AN EMERGING ECONOMY; THE MODERATING EFFECT OF TRANSFORMATIONAL LEADERSHIP STYLE

International Journal of Innovation Management ◽

10.1142/s1363919620500346 ◽

2019 ◽

Vol 24 (04) ◽

pp. 2050034

Author(s):

SAMUEL AFRIYIE ◽

JIANGUO DU ◽

ABDUL-AZIZ IBN MUSAH

Keyword(s):

Transformational Leadership ◽

Knowledge Sharing ◽

Leadership Style ◽

Service Sector ◽

Moderating Effect ◽

Validity Of Results ◽

Transformational Leadership Style ◽

Entrepreneurial Activities ◽

Key Aspects ◽

The Impact

Enriching the literature on innovation and knowledge management, this paper examines the impact of various types of innovation (product, process, marketing, and organization) on the knowledge sharing of SMEs through transformational leadership. A total of 437 samples were collected from SMEs owners/managers in the service sector of a developing economy through a quantitative method. The data were analyzed using a SMART PLS-SEM. The findings confirmed the hypotheses that innovation have a significant influence on knowledge sharing; whiles as transformational leadership had a non-moderating effect. Besides consolidating the existing theory on the importance of innovation for explaining a variation in knowledge sharing activities, the findings also inform SMEs and policymakers to be cautious of implementing transformational leadership style as it may have a non-moderating impact in today’s entrepreneurial activities. Finally, we believe that this study will provide researchers with some key aspects to explore in this area of study and encourage applications of objective and subjective measures to improve the validity of results.

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A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance

Journal of Management Development ◽

10.1108/jmd-09-2015-0134 ◽

2016 ◽

Vol 35 (5) ◽

pp. 681-705 ◽

Cited By ~ 65

Author(s):

Ra'ed Masa'deh ◽

Bader Yousef Obeidat ◽

Ali Tarhini

Keyword(s):

Transformational Leadership ◽

Firm Performance ◽

Job Performance ◽

Knowledge Sharing ◽

Leadership Styles ◽

Transactional Leadership ◽

Structural Equation ◽

Content Type ◽

Transformational And Transactional Leadership ◽

The Impact

Purpose – Knowledge sharing adoption has been considered as a significant practice for organizations. However, there is a modest empirical confirmation to indicate how these organizations value the richness of their knowledge capabilities. The purpose of this paper is to investigate both transformational and transactional leadership styles that influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance. Design/methodology/approach – Data collected from 179 employees at the higher council of youth in Jordan were empirically tested using structural equation modelling. Findings – The findings revealed that both transformational and transactional leadership styles have significant impact on job performance, and the latter on firm performance. Also, it was found that transactional leadership impacted knowledge sharing, whereas transformational leadership did not. Originality/value – This research proposes a new approach to understand knowledge sharing adoption, and outlines some theoretical and managerial implications of the findings.

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EXPLICATING THE ROLE OF TRUST IN KNOWLEDGE SHARING: A STRUCTURAL EQUATION MODEL TEST

Journal of Business Economics and Management ◽

10.3846/16111699.2017.1317019 ◽

2017 ◽

Vol 18 (4) ◽

pp. 758-778 ◽

Cited By ~ 9

Author(s):

Rasa SMALIUKIENĖ ◽

Svajonė BEKEŠIENĖ ◽

Eugenijus CHLIVICKAS ◽

Marius MAGYLA

Keyword(s):

Organizational Culture ◽

Knowledge Management ◽

Knowledge Sharing ◽

Structural Equation ◽

Factor Model ◽

Five Factor Model ◽

Large Body ◽

Equation Model ◽

Impact Of Technology ◽

The Impact

Although the large body of literature suggests that trust is a prerequisite for knowledge sharing, the understanding of mediational pathways remains limited. The paper fills the gap by combining two separate streams in knowledge sharing, where the first reflects the paradigm of the organizational behaviour theory and highlights the impact of organizational culture and employees’ trust; where the second one discloses the impact of technology deployment in knowledge sharing. Building on the premises that interdependence between variables that affect knowledge sharing raises form organizational culture of trust and available technologies, we examine the structural origins of knowledge sharing. As a method structural equation modelling test was used to analyse the data. Hypothesised five-factor model was tested through two stages using AMOS software. The findings carry theoretical implications for the knowledge management body of knowledge since they extended the research on knowledge sharing by integrating organisational culture and technological solutions into one complex system. Form practical perspective, the relationship among four predictors – trust in leadership, trust in co-workers, trust in technologies for knowledge management, and fear of losing one’s value – provide a proof on how organizations knowledge sharing is composed and how it could be developed.

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Retraction: The impact of organizational culture on knowledge sharing (2016, no. 3-4, pp. 9-24)

International Review ◽

10.5937/intrev1704175e ◽

2017 ◽

pp. 175-175

Author(s):

Board Editorial

Keyword(s):

Organizational Culture ◽

Knowledge Sharing ◽

The Impact

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THE ROLE OF LEADERSHIP STYLES IN ENCOURAGING AND IMPROVING TEAM PERFORMANCE IN ONE OF THE BIGGEST OIL & GAS GROUP OF COMPANIES IN ABU DHABI, UAE

International Journal of Economics Business and Accounting Research (IJEBAR) ◽

10.29040/ijebar.v4i02.997 ◽

2020 ◽

Vol 4 (02) ◽

Author(s):

Anas Abudaqa ◽

Mohd Faiz ◽

Norziani Dahalan ◽

Hasan Almujaini

Keyword(s):

Transformational Leadership ◽

Organizational Culture ◽

Leadership Styles ◽

Transactional Leadership ◽

Leadership Style ◽

Team Performance ◽

Leadership Team ◽

Participative Leadership ◽

The Impact

Abstract: The aim of the current study is to examine the impact of leadership styles such as transformational leadership, transactional leadership and participative leadership on the team performance of one of the biggest oil & gas group of companies in UAE. The goal also includes the moderating role of perceived organizational culture on the links of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The employees who have at least one immediate boss and currently working in one of the biggest oil & gas group of companies are the respondent and data were gathered by using questionnaires and it was analyzed by using Smart-PLS. The results indicated that transformational leadership, transactional leadership, and participate leadership have positive nexus with team performance. The results also indicated that perceived organizational culture has positively moderates among the nexus of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The regulators of this group of companies will be the foremost users who want to formulate policies regarding the leadership style that improves team performance.

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Transformational leadership and employee knowledge sharing: explore the mediating roles of psychological safety and team efficacy

Journal of Knowledge Management ◽

10.1108/jkm-12-2018-0776 ◽

2019 ◽

Vol 24 (2) ◽

pp. 150-171 ◽

Cited By ~ 5

Author(s):

Jielin Yin ◽

Zhenzhong Ma ◽

Haiyun Yu ◽

Muxiao Jia ◽

Ganli Liao

Keyword(s):

Transformational Leadership ◽

Emerging Markets ◽

Knowledge Sharing ◽

Psychological Safety ◽

Intellectual Stimulation ◽

International Context ◽

Content Type ◽

Team Efficacy ◽

Inspirational Motivation ◽

The Impact

Purpose This paper aims—based on past research works which have shown that transformational leadership has positive impact on knowledge sharing—to explore the impact of different leadership dimensions of transformational leadership on knowledge sharing and further to explore the mechanism through which transformational leadership affects employee knowledge sharing in China. Design/methodology/approach Based on the transformational leadership theory and the team learning theory, it is proposed that all four dimensions of transformational leadership, including intellectual stimulation, individualized consideration, inspirational motivation and idealized influence, have unique impact on employee knowledge sharing. It is further proposed that psychology safety and team efficacy mediate these relationships. Then data were collected from over 400 employees from knowledge-based companies in China to empirically test the proposed relationships with the method of structural equation modeling. Findings The results show that psychological safety fully mediated the impact of intellectual stimulation on knowledge sharing, and team efficacy fully mediated the impact of inspirational motivation on knowledge sharing. Both factors also mediated the impact of individualized consideration on knowledge sharing. The results thus provide empirical support for the impact of transformational leadership on employee knowledge sharing in an international context. Originality/value The past years have seen increasing interest in leadership and knowledge sharing in emerging markets, yet the mechanism through which leadership affects employee knowledge sharing remains understudied. This study explores the impact of different dimensions of transformational leadership on employee knowledge sharing, and further shows that psychological safety and team efficacy mediate these relationships in a collectivistic society where knowledge sharing is consistent with cultural norms. The findings help develop more robust knowledge sharing theories in the international context and provide insightful suggestions for management practitioners in emerging markets.

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The Impact of Knowledge Sharing on the Relationship between Organizational Culture and Job Satisfaction: the Perception of Information Communication and Technology (ICT) Practitioners in Hong Kong

International Journal of Human Resource Studies ◽

10.5296/ijhrs.v3i1.3112 ◽

2013 ◽

Vol 3 (1) ◽

pp. 9 ◽

Cited By ~ 5

Author(s):

Canon Tong ◽

Walder Ip Wah Tak ◽

Anthony Wong

Keyword(s):

Job Satisfaction ◽

Organizational Culture ◽

Hong Kong ◽

Knowledge Sharing ◽

Empirical Evidence ◽

Insurance Industry ◽

Mediating Effect ◽

Ict Industry ◽

The Impact ◽

The Relationship

Purpose - The purpose of this article is to analyze the impact of knowledge sharing on the relationship between organizational culture and job satisfaction of ICT industry in Hong Kong so that appropriate strategies can be put in place by relevant decision-makers to enhance corporate performance. Design/Methodology/Approach - The research includes items of culture dimension, knowledge sharing dimension, job satisfaction dimension and demographic information. Data collected from 228 valid respondents by an internet-based self-administrative anonymous questionnaire survey were analyzed by factor analysis and multiple regressions; validity, reliability and the mediating effect of knowledge sharing were also tested. Findings - Research findings revealed that organizational culture significantly influences knowledge sharing and job satisfaction and that knowledge sharing plays an important mediating role between organizational culture and job satisfaction. Practical Implications - The insightful results provide empirical evidence as potential guidance to employers of ICT industries and management to establish appropriate strategies to retain valuable staff and improve the efficiency of their human resources including incentive and reward policies. Originality/Value - This research studied the relationships between organizational culture, knowledge sharing and job satisfaction in Hong Kong context since most of the previous studies has focused on western countries. It is unique in that it investigated the mediating effects of knowledge sharing on job satisfaction of ICT practitioners in Hong Kong. The results of this research provide empirical evidence to guide employers and managers towards a collaborative and beneficial organizational culture, enhancement of knowledge sharing practices, and sustainable human resource strategies. Keywords Organizational Culture, Knowledge Sharing, Job Satisfaction, China insurance Industry, Foreign Fund, Challenge

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