The Mediating Role of Dynamic Leadership towards the Relationship between Knowledge-Sharing Behaviour and Innovation Performance in Higher Education

Abstract

Knowledge sharing among academics is critical for innovation and growth in higher education institutions. However, introducing a knowledge-sharing culture can be challenging. This study investigates factors influencing lecturer knowledge sharing and innovation in Indonesian universities, which aims to improve their global competitiveness. Adopting the theory of planned behaviour, this research examines how attitudes, subjective norms, and perceived behavioural control shape lecturers' knowledge-sharing intentions and behaviours. It also analyses how knowledge sharing and dynamic leadership drive innovative work behaviours. An online survey of 357 lecturers from 38 Indonesian universities revealed that while attitude did not significantly influence knowledge-sharing intention, subjective norms and perceived behavioural control did. Additionally, knowledge-sharing intention strongly predicted actual knowledge-sharing behaviour. Moreover, dynamic leadership mediated the relationship between knowledge-sharing behaviour and innovation. These results highlight the pivotal role of dynamic leadership in translating knowledge sharing into innovation. More empirical research should investigate potential interventions to foster lecturer knowledge sharing and innovation across educational systems and cultural contexts. This study provides theoretical insights and practical recommendations for higher education leaders seeking to leverage knowledge sharing and dynamic leadership for organisational improvement.