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  6. Knowledge Sharing and Transformational L ...

Journal of Security and Sustainability Issues

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Knowledge Sharing and Transformational Leadership
Volume 9, Issue 1 (2019), pp. 333–346
Leonardus W.W Mihardjo   Sasmoko   Firdaus Alamsjah   Elidjen  

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https://doi.org/10.9770/jssi.2019.9.1(25)
Pub. online: 30 September 2019      Type: Article      Open accessOpen Access

Published
30 September 2019

Abstract

The principal objective of the current study is to explore the link between knowledge sharing transformational leadership style, team performance, and mutual trust. In addition to that moderating role of mutual trust is also examined. The study has broached the argument that knowledge sharing and transformational leadership style improves team performance. Findings of the current study suggest creativity is a process that starts in the team through the sharing of knowledge. The currents study is also of the view that the that the process of creativity starts in the situation when the team members share knowledge through coordination and it is also argued that the much of the knowledge is shared when team members meet to share knowledge in a given area, much of which is tacit. Sharing such tacit knowledge creates a flow of novel ideas that contribute to successful outcomes, such as new products, processes and patents. The findings of the study have shown agreement with the proposed or hypothesize results. The study has used PLS-SEM to analyses the data. The study will be helpful for policy makers in the researcher in understanding the issues related to supply chain, its integration, flexibility, and internal performance.

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Keywords
knowledge sharing transformational leadership

JEL
D8

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Generolo Jono Žemaičio Lietuvos karo akademija Šilo g. 5A., LT-10322 Vilnius, el.p: lka@mil.lt

General Jonas Žemaitis Military Academy of Lithuania  Šilo Str. 5A, LT-10322 Vilnius, Lithuania, e-mail: lka@mil.lt

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