H. Rawung, Ficke and F. Wuryaningrat, Nikolas and E. Elvinita, Lenny
(2015)
The Influence Of Transformational And
Transactional Leadership On Knowledge
Sharing: An Empirical Study On Small And
Medium Businesses In Indonesia.
Asian Academy of Management Journal (AAMJ), 20 (1).
pp. 1-23.
ISSN 1394-2603
Abstract
Knowledge sharing plays an important role in knowledge management. Knowledge
sharing intends to optimise knowledge sources. Optimum knowledge sources enable
particular businesses to become more innovative. However, knowledge sharing is not an
easy and simple process, and therefore, it requires another factor. The existence of
leadership is expected to be a factor that solves this problem. The goal of this research is
to analyse and identify the function of the transformational and transactional leadership
that an owner or manager of a Medium-Scale Business Unit can use to encourage
knowledge sharing. A survey was conducted on small- and medium-scale business
production sectors in the North Sulawesi Province of East Indonesia. The data used in
this research included 176 samples. The collected data were then analysed by using a
variant-based structural equation model or Partially Least Square (PLS-SEM). The data
analysis results provide empirical evidence that a transformational leadership style,
particularly in the individual consideration and individual inspirational dimensions,
positively impacts knowledge sharing activities. However, other dimensions, namely,
intellectual stimulation and inspirational motivation, do not significantly encourage
activities related to knowledge sharing. Moreover, transactional leadership on the
contingent reward dimension does not significantly impact knowledge sharing.
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