The role of transformational leadership in enhancing knowledge behaviour and organizational competitiveness

Abstract

This study examines the relationship between transformational leadership, knowledge-sharing behaviors, and organizational competitiveness by synthesizing insights from existing literature. Transformational leadership, characterized by its emphasis on trust-building, motivation, and vision-setting, is recognized as a key enabler of knowledge sharing. Transformational leaders foster environments where employees feel valued, empowered, and aligned with organizational objectives, resulting in a culture conducive to collaboration and innovation. Knowledge sharing emerges as a mediator between leadership and organizational performance, facilitating the integration of expertise, continuous learning, and the generation of innovative solutions to organizational challenges. The findings highlight the critical role of transformational leaders in addressing common barriers to knowledge sharing, such as distrust, lack of motivation, and resistance to collaboration. By creating a supportive organizational culture, transformational leaders enhance psychological safety, encourage open communication, and embed knowledge-sharing practices into daily operations. This research contributes to the understanding of the mediating role of knowledge sharing in linking transformational leadership to organizational competitiveness, filling a critical gap in the literature. It also provides actionable insights for practitioners, emphasizing the importance of leadership strategies that promote collaboration and innovation. While limitations such as reliance on secondary data and context-specific findings are acknowledged, the study offers a robust framework for future research on leadership and knowledge management. By demonstrating how transformational leadership drives knowledge sharing and competitive advantage, this study provides valuable insights for scholars and organizational leaders alike.