The Associations among Transformational Leadership, Transactional Leadership, Knowledge Sharing, Job Performance, and Firm Performance: A Theoretical Model


  • Ra'ed Moh'd Taisir Masa'deh Management Information Systems Department, The School of Business, The University of Jordan, Amman, Jordan
  • Bader Yousef Obeidat University of Jordan, Jordan
  • Diana Shawqi Zyod
  • Ala’a Hamdi Gharaibeh



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.   


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How to Cite

Masa’deh, R. M. T., Obeidat, B. Y., Zyod, D. S., & Gharaibeh, A. H. (2015). The Associations among Transformational Leadership, Transactional Leadership, Knowledge Sharing, Job Performance, and Firm Performance: A Theoretical Model. Journal of Social Sciences (COES&Amp;RJ-JSS), 4(2), 848–866.