Understanding How Transactional Leadership Shapes Knowledge Sharing Behavior: The Interplay with Organizational Culture as a Mediating Mechanism

Abstract

The primary goal of this study is to investigate the impact of transactional leadership style (TSL) on knowledge sharing behavior (KSB). The primary goal of this research is to examine the impact of organizational culture (OC) on the dynamics of relationships among white-collar employees in the manufacturing sector, with a particular emphasis on its relevance to the development of innovative products. Our investigation followed a hypothesis-deductive testing methodology. The methodology in question is based on an iterative process of idea generation, experimentation for validation, and derivation of conclusions from collected data. To aid our investigation, we have developed two hypotheses, which are well-founded conjectures, to guide our research. Following that, questionnaires were distributed to 375 managers to elicit their perspectives. The responses of the participants were meticulously collected and organized, yielding invaluable data.  The results revealed a significant relationship between organizational culture and the extent to which employees disseminated knowledge. Another finding was that the impact of transactional leadership on knowledge sharing was completely mediated by organizational culture.

The cross-sectional design of this study imposes a significant limitation. The initial understanding of Transactional Leadership's effects on organizational culture and knowledge sharing may be ambiguous. The leader's self-report was also used as a data source in the study, which could introduce common source bias. The findings of this study will help managers in the manufacturing sector determine the most effective way to distribute resources for human resource management tasks such as recruitment, compensation, and training. This will ensure their ability to appoint appropriate leaders capable of cultivating an environment that encourages continuous learning within the institution.  The findings of this study suggest that organizational culture influences the relationship between Transactional Leadership and Knowledge Sharing Behavior. This response addresses the numerous requests for additional research in this specific domain and will be of interest to those working in this field.