Transformational leadership, knowledge sharing, organizational climate and learning : an empirical study

Purpose: This study examined the relationships among transformational leadership, organizational climate, employees' knowledge-sharing behavior and organizational learning. Design/methodology/approach: Data were collected from 282 responses from multiple companies in South Korea. Descriptive statistics and correlations were provided. The structural equation modeling was primarily used to test the proposed hypotheses and model comparisons. Findings: The results indicated direct effects of transformational leadership on organizational climate, knowledge-sharing and organizational learning. In addition, organizational climate was positively related to knowledge-sharing behavior. Finally, knowledge-sharing behavior was found to affect organizational learning and to be a mediator in linking transformational leadership and organizational learning. Research limitations/implications: This study contributes to the literature on the role of leader’s support to enhance employees' outcomes related to knowledge and learning. By investing different antecedents of organizational learning, this study will help scholars and professionals pay more attention to organizational learning, its process and outcomes, which can promote organizational effectiveness and next outcomes from organizational learning. Practical implications: Organizations need to pay continuous attention to maintaining and strengthening employees’ knowledge-sharing behavior and learning, which is positively influenced by organizational efforts (i.e. leader’s support and supportive organizational climate). Originality/value: The significance of this study is that the findings add to the academic work on organizational learning by empirically examining how leadership and organizational climate factors influence knowledge and learning outcomes and through which mechanisms.