The Associations among Transformational Leadership, Transactional Leadership, Knowledge Sharing, Job Performance, and Firm Performance: A Theoretical Model
Ra'ed (Moh'd Taisir) Masa'deh (),
Bader Yousef Obeidat,
Diana Shawqi Zyod and
Ala’a Hamdi Gharaibeh
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Ra'ed (Moh'd Taisir) Masa'deh: Associate Professor, Management Information Systems Department, The School of Business, The University of Jordan, Jordan
Journal of Social Sciences (COES&RJ-JSS), 2015, vol. 4, issue 2, 848-866
Abstract:
Knowledge management processes, especially knowledge sharing, have been considered as a major practice for all organizations, public and private. On the other hand, the ways in which such organizations deal and value the richness of their knowledge sharing capabilities which in turn impact their performance are needed. Thus, this study suggested a theoretical model by which both transformational and transactional leadership styles influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance.
Keywords: Transformational Leadership; Transactional Leadership; Knowledge Sharing; Job Performance; Firm Performance; Jordan. (search for similar items in EconPapers)
Date: 2015
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Citations: View citations in EconPapers (35)
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Persistent link: https://EconPapers.repec.org/RePEc:jso:coejss:v:4:y:2015:i:2:p:848-866
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