Abstract:
The relationship between transformational leadership behaviors and knowledge sharing in Alvan Sabet Company is highlighted in this study. According to leaders of Alvan Sabet Co. the target populations of the research are totally 47 persons. Census Method has been used in this research due to population size. One main hypothesis and four sub-hypotheses which have been obtained from reviewing the related literature in the field were dealt with in this study. The target population responded to the questionnaires being distributed among them, and the final results displayed a high correlation between the transformational leadership style and knowledge sharing (0.771).
Machine summary:
Nevertheless, in has been extensively agreed that leadership plays a more crucial role in knowledge creation, sharing, and exploitation than in management, and that this attitude is hardly studied in the context of management of research organizations (Mushtaq & Bokhari, 201 I).
The proposed model: Fig. 1 depicts the proposed framework for studying the relationship between transformational leadership behaviors and knowledge sharing: Idealized influence Inspirational {مراجعه شود به فایل جدول الحاقی} Intel lectua I stimulation Ind ivid ual ized Figure 1: Research Framework In this model, the elements of transformational leadership are derived from Bass and Alvalio (2000) model, and those of knowledge sharing is from Newman and Conrad (1999) model.
Researchers define transformational leadership in terms of idealized influence, inspirational motivation, intellectual stimulation, and individual consideration (Bass, 1985; Nemanich & Keller, 2007).
As long as transformational leadership style supports knowledge sharing, the process will be effective, moreover this support takes place through intellectual stimulation (Chen & Barnes, 2007).
Although no empirical evidence can be found explicitly showing the relationship, we can refer to many studies carried out to imply the relationship (Dubinsky, Yammario & Spangler, 1995; Savery, 1991; Bass, 1985; Bass, Avolio & Goodheim, 1987; Yammarino & Bass, 1990; Chen & Barnes 2007; Jahani et al.
Organizations should put great emphasis on studying influential factors on the process of knowledge sharing such as organizational culture, IT, resources, organizational infrastructures and also the style of transformational leadership.
Knowledge Sharing: Organizational Culture And Transformational Leadership, Journal of Knowledge Management Practice, 12(2).