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A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance: A structural equation modelling approach

Ra'ed Masa'deh (The University of Jordan)
Bader Yousef Obeidat (The University of Jordan)
Ali Tarhini (Brunel University London)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 13 June 2016

Abstract

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.

Keywords

Citation

Masa'deh, R., Obeidat, B.Y. and Tarhini, A. (2016), "A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance: A structural equation modelling approach", Journal of Management Development, Vol. 35 No. 5, pp. 681-705. https://doi.org/10.1108/JMD-09-2015-0134

Publisher

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Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited