Transformational Leadership, Knowledge Sharing and Innovative Behavior of Employees in Information Technology Industry of Pakistan

Abstract

The ability to turn a vision into reality is what leadership is all about. In the transformational leadership framework, this research looks at innovative behavior as a decisive variable in Pakistan's IT industry. People are influenced by transformational leadership because it creates a vision, builds morale, and motivates them. Employee turnover is reduced when leaders use the transformational leadership style; such leaders inspire people, listen to them, and find solutions to their problems; as a result, employee satisfaction is increased. The study also examines knowledge sharing as a mediator and the two moderators' organizational identification and learning goal orientation. Both moderators can enhance the effectiveness of knowledge-sharing on innovative behavior. The convenience sample technique was used in this cross-sectional study. Overall, 679 questionnaires were distributed for data collection, with 391 being selected for analysis since these questionnaires contained the most appropriate and complete information necessary for the study's analysis. After gathering data from the 391 respondents, the data was evaluated using the most up-to-date tools for determining model fitness. The findings of this study show that transformational leadership polishes innovative behavior with knowledge sharing serving as a mediator. But when employee organizational identification and learning goal orientation are strong, the results show that knowledge sharing bridges the gap between transformational leadership and employee innovative behavior. Theoretical and managerial implications are discussed in this manuscript.