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

Authors

  • Ra'ed Moh'd Taisir Masa'deh Management Information Systems Department, The School of Business, The University of Jordan, Amman, Jordan http://orcid.org/0000-0002-9070-3732
  • Bader Yousef Obeidat University of Jordan, Jordan http://orcid.org/0000-0002-1335-4057
  • Diana Shawqi Zyod
  • Ala’a Hamdi Gharaibeh

DOI:

https://doi.org/10.25255/jss.2015.4.2.848.866

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.   

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Published

2015-04-01

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. https://doi.org/10.25255/jss.2015.4.2.848.866

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