TY - JOUR
T1 - How transformational leadership influences the knowledge-sharing process
T2 - Mediating the role of trust
AU - Naeem, Ayesha
AU - Lodhi, Rab Nawaz
AU - Ullah, Aman
N1 - Funding Information:
All authors acknowledge Dr. Connie Zheng, an Associate Professor of HRM at UniSA Business School, University of South Australia and anonymous reviewers for providing favourable comments and editing in this manuscript.
Publisher Copyright:
© 2021, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.
PY - 2021/4/1
Y1 - 2021/4/1
N2 - This study aims to investigate the mediating effects of both affect-based and cognition-based trust on the relationship between using a transformational leadership style and the effectiveness of followers' knowledge sharing processes (i.e., knowledge donating and knowledge collecting). Using data collected from 287 employees at 32 pharmaceutical companies in Pakistan, the structural equation modelling (SEM) technique was utilised to analyse the hypothesised relationships. The results showed that leaders with a transformational leadership style directly affect their followers' knowledge donating and knowledge collecting processes. In addition, affect-based trust was found to fully mediate the relationships between transformational leadership and followers' knowledge donating and knowledge collecting processes, while cognition-based trust produced insignificant mediation effects. From a social exchange perspective, these findings demonstrate the importance of focusing on building affect-based trust between leaders and followers in order to develop transformational leadership that could positively influence the knowledge sharing process.
AB - This study aims to investigate the mediating effects of both affect-based and cognition-based trust on the relationship between using a transformational leadership style and the effectiveness of followers' knowledge sharing processes (i.e., knowledge donating and knowledge collecting). Using data collected from 287 employees at 32 pharmaceutical companies in Pakistan, the structural equation modelling (SEM) technique was utilised to analyse the hypothesised relationships. The results showed that leaders with a transformational leadership style directly affect their followers' knowledge donating and knowledge collecting processes. In addition, affect-based trust was found to fully mediate the relationships between transformational leadership and followers' knowledge donating and knowledge collecting processes, while cognition-based trust produced insignificant mediation effects. From a social exchange perspective, these findings demonstrate the importance of focusing on building affect-based trust between leaders and followers in order to develop transformational leadership that could positively influence the knowledge sharing process.
KW - Affect-based trust
KW - Cognition-based trust
KW - Knowledge collecting
KW - Knowledge donating
KW - Knowledge sharing
KW - Transformational leadership
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U2 - 10.4018/IJKM.2021040103
DO - 10.4018/IJKM.2021040103
M3 - Article
AN - SCOPUS:85101956429
SN - 1548-0658
VL - 17
SP - 50
EP - 71
JO - International Journal of Knowledge Management
JF - International Journal of Knowledge Management
IS - 2
ER -