The Effect of Transformational Leadership and Leader-Member Exchange on Knowledge Sharing Process: A Practice from Turkey

Yıl 2021, Cilt: 6 Sayı: 3, 232 - 249, 22.09.2021

Yavuz Selim Düger

https://doi.org/10.23834/isrjournal.978883

Öz

The objective of this study is to find out the effect of transformational leadership, accepted as an effective form of leadership, and leader-member exchange on knowledge sharing behaviors of the employees. Besides, it is aimed to determine empirically the mediating role of leader-member exchange in the relation between transformational leadership and knowledge sharing. Moreover, comparison of the results belonging to the blue and white-collar employees has been made in order to contribute to the literature. Data have been collected from 340 employees of a textile factory providing service in Istanbul and Bursa. According to the results of the research, it has been concluded in general terms that transformational leadership and leader-member exchange affect knowledge sharing process of employees in a positive manner, and the leader-member exchange plays a partial mediating role in the relation between transformational leadership and knowledge sharing. Unlike the results of the general model, in the analyses made with relation to blue-collar employees, it has been concluded that leader-member exchange has no effect on knowledge sharing, and also leader-member exchange has no mediating role. Furthermore, results of the analyses related to white-collar employees indicate similarity to the general model and it has been concluded that leader-member exchange has a full mediating role.

Anahtar Kelimeler

Transformational Leadership, Employees’ Knowledge Sharing, Leader-Member Exchange.

Dönüşümcü Liderlik ve Lider-Üye Değişiminin Bilgi Paylaşım Sürecine Etkisi: Türkiye'den Bir Uygulama

Öz

Bu çalışmanın amacı, etkili bir liderlik tarzı olarak kabul edilen dönüşümcü liderliğin ve lider-üye değişiminin, çalışanların bilgi paylaşma davranışlarına olan etkisini ortaya koymaktır. Ayrıca, dönüşümcü liderlik ile bilgi paylaşımı davranışı arasındaki ilişkide lider-üye etkileşiminin aracı rolünü ampirik olarak belirlemek amaçlanmaktadır. Bu doğrultuda literatüre katkı sağlamak adına, mavi ve beyaz yaka çalışanlara ait sonuçların karşılaştırması da yapılmaktadır. İstanbul ve Bursa’da faaliyet gösteren bir tekstil firmasının 340 çalışanından veriler toplanmıştır. Araştırma sonucuna göre, genel olarak dönüşümcü liderliğin ve lider-üye etkileşiminin çalışanların bilgi paylaşımını olumlu yönde etkilediği, ayrıca lider-üye etkileşiminin dönüşümcü liderlik ile bilgi paylaşımı arasındaki ilişkide kısmi aracılık etkisinin olduğu sonucuna ulaşılmıştır. Bu sonuçlardan farklı olarak, mavi yaka çalışanlar için yapılan analizlerde lider-üye etkileşiminin çalışanların bilgi paylaşımına etkisinin olmadığı ve lider-üye değişiminin aracılık etkisinin olmadığı sonucuna ulaşılmıştır. Ayrıca, beyaz yaka çalışanlara ait analiz sonuçları genel modelle benzerlik göstermekle birlikte, lider-üye değişiminin tam aracılık etkisinin olduğu sonucuna ulaşılmıştır.

Anahtar Kelimeler

Dönüşümcü Liderlik, Çalışanların Bilgi Paylaşımı, Lider-Üye Etkileşimi.

Kaynakça

• Abdalla, M., Shawky, A., Ragab, A. & Gouda, H. (2018). Transformational leadership role in creating an effective work-related context including; Leader-member exchange, Followers’ participation in decision-making process, and followers’ resistance to change for successful performance. The Business and Management Review, 9(4), 95-106.
• Baron, R.M. & Kenny, D.A. (1986). The Moderator–mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-2001.
• Bartol, K. & Srivastava, A. (2002). Encouraging knowledge sharing: The role of organizational rewards. Journal of Leadership and Organisation Studies, 9(1), 64-76.
• Bass, B. M. (1985). Leadership and performance beyond expectations. New York, NY: Free Press.
• Bass, B.M. & Avolio, B.J. (1994), Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications.
• Bass, B.M. & Avolio, B.J. (1997). Full range leadership development: Manual for the multifactor leadership questionnaire. Redwood City, CA: Mind Garden.
• Bavik, Y. L., Tang: M., Shao, R. & Lam, L. M. (2018). Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths. The Leadership Quarterly, 29(2): 322-332.
• Birasnav, M., Rangnekar, S. & Dalpati, A. (2011). Transformational leadership and human capital benefits: The role of knowledge management. Leadership and Organization Development Journal, 32(2), 106–126.
• Bryant, S. E. (2003). The role of transformational and transactional leadership in creating, sharing and exploiting organizational knowledge. Journal of Leadership & Organizational Studies, 9, 32-44.
• Carmeli, A., Atwater, L. & Levi, A. (2011). How leadership enhances employees’ knowledge sharing: the intervening roles of relational and organizational identification. The Journal of Technology Transfer, 36(3), 257-274.
• Cengiarslan, Fatih (2020). Tekstil sektörü istihdam deposu oldu. [https://www.textilegence.com/adaso-tekstil-sektoru-istihdam-deposu-oldu/], Date of Access: 18.12.2020.
• Choi, S.B., Kim, K., Ullah, S.M.E. & Kang, S.-W. (2016). How transformational leadership facilitates innovative behavior of Korean workers: Examining mediating and moderating processes. Personnel Review, 45(3), 459-479.
• Chowdhury, S. (2005). The role of affect and cognition based trust in complex knowledge sharing. Journal of Managerial Issues, 17(3), 310-326.
• Çokluk, Ö., Şekercioğlu, G. & Büyüköztürk, Ş. (2016). Sosyal Bilimler İçin Çok Değişkenli İstatistik SPSS ve LISREL Uygulamaları, (4. Baskı), Ankara: Pegem Akademi Yayınları.
• Dansereau, F., Graen, G. & Haga, W.J. (1975). A vertical dyad linkage approach to leadership within formal organizations: a longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13(1), 46-78.
• Davenport, T. & Prusak, L. (1998). Working knowledge: How organizations manage what they know, Boston: Harvard Business School Press.
• Deluga, R. J, (1992). The relationship of leader-member exchanges with laissez-faire, transactional, and transformational leadership. in impact of leadership (Eds. K. E. Clark, M. B. Clark, & D. R. Campbell, (pp. 237-247). Greensboro, NC: Center for Creative Leadership.
• Du, R., Ai, S. & Ren, Y. (2007). Relationship between knowledge sharing and performance: A survey in Xi’an, China. Expert systems with Applications, 32(1), 38-46.
• Düger, Y. S. (2020a). Investigation of contemporary leadership styles within the framework of social exchange theory. in Interdisciplinary Public Finance, Business and Economics Studies Volume III, (Ed. A. Akıncı), (pp. 315-324), Berlin: Peter Lang GmbH.
• Düger, Y. S. (2020b). The Effect of leader-member exchange (LMX) on employee voice and turnover intention: the moderator role of psychological empowerment. Gaziantep University Journal of Social Sciences, 19(3), 1215-1236.
• Fitzgerald, S. & Schutte, N.S. (2010). Increasing transformational leadership through enhancing self‐efficacy. Journal of Management Development, 29(5), 495-505. Fong, C. Y., Ooi, K. B., Tan, B. I., Lee, V. H. & Chong, A. Y. L. (2011). HRM practices and knowledge sharing: An empirical study. International Journal of Manpower, 32 (5/6), 704-723.
• Gagne, M. (2009). A model of knowledge-sharing motivation. Human Resource Management, 48(4): 571-589.
• Graen, G. B. & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219-247.
• Graen, G., Novak. M. A., & Sommerkamp: (1982). The effects of leader-member exchange and job design on productivity and job satisfaction: Testing a dual attachment model. Organizational Behavior and Human Performance, 30, 109-131.
• Graen, G.B. & Uhl‐Bien, M. (1991). The transformation of professionals into self‐managing and partially self‐designing contributors: Towards a theory of leadership making. Journal of Management Systems, 3(3), 33-48.
• Gürçay, G. (2015). Examination of the mediating role of leader-member exchange on the association between transformational leadership and innovative behavior: a study in Turkish technological organizations. World Academy of Science, Engineering and Technology International Journal of Economics and Management Engineering, 9(12), 4293-4297.
• Han, S.H., Seo, G., Yoon, S.W. & Yoon, D.-Y. (2016). Transformational leadership and knowledge sharing: Mediating roles of employee’s empowerment, commitment, and citizenship behaviors. Journal of Workplace Learning, 28(3), 130-149.
• Hao, Q., Shi, Y. & Yang, W. (2019). How leader-member exchange affects knowledge sharing behavior: understanding the effects of commitment and employee characteristics. Frontiers in Psychology, 10(2768), 1-13.
• Howell, J. M. & Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: key predictors of consolidated-business-unit performance. Journal of Applied Psychology, 78(6), 891–902.
• Ipe, M. (2003). Knowledge sharing in organizations: A conceptual framework. HRM Development Review, 2, 337-359. Istanbul Textile and Apparel Exporters’ Association (2019), Toplam tekstil ve hammaddeleri sektörü 2019 yılı aralık ayı ihracatı performans raporu. [https://www.itkib.org.tr/Home/KbDownload/tekstil-Ihracat-degerlendirme-notu-aralik-2019], Date of Access: 18.12.2020.
• Jose: E. (2013). MedGraph-I: A programme to graphically depict mediation among three variables: the internet version, version 3.0. Victoria University of Wellington, Wellington, New Zealand. [https://psychology.victoria.ac.nz/medgraph], Date of Access: 20.12.2020.
• Kalaycı, Ş. (2016). SPSS uygulamalı çok değişkenli istatistik teknikleri. Ankara: Asil Yayınları,
• Kim, S. L., Han, S., Son, S. Y., & Yun, S. (2017). Exchange ideology in supervisor subordinate dyads, LMX, and knowledge sharing: a social exchange perspective. Asia Pacific Journal of Management, 34, 147-172.
• Krishnan, V. R. (2005). Leader-member exchange, transformational leadership, and value system. Electronic Journal of Business Ethics and Organization Studies, 10(1), 14-21.
• Kuhnert, K. W. & Lewis: (1987). Transactional and transformational leadership: A constructive/developmental analysis. The Academy of Management Review, 12(4), 648-657.
• Le: B. & Lei, H. (2019). Determinants of innovation capability: the roles of transformational leadership, knowledge sharing and perceived organizational support. Journal of Knowledge Management, 23(3), 527-547.
• Le, B. & Lei, H. (2017). How transformational leadership supports knowledge sharing: Evidence from Chinese manufacturing and service firms. Chinese Management Studies, 11(3), 479-497.
• Lee, J. & Wei, F. (2008). Uncover the black-box of leadership effectiveness: Leader-member exchange as the mediator. Frontiers of Business Research in China, 2(2), 240-255.
• Lee, J. (2005). Effects of leadership and leader-member exchange on commitment. Leadership & Organization Development Journal, 26(8), 655-672.
• Li, G., Shang, Y., Liu, H. & Xi, Y. (2014). Differentiated transformational leadership and knowledge sharing: A cross-level investigation. European Management Journal, 32(4), 554-563.
• Liao, S., Fei, W.-C. & Chen, C.-C. (2007). Knowledge sharing, absorptive capacity, and innovation capability: an empirical study of Taiwan’s knowledge-intensive industries. Journal of Information Science, 33(3), 340-359.
• Liden, R. & Maslyn, J. (1998). Multidimensionality of leader member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43-72.
• Lin, C.P. (2007). To share or not to share: Modeling tacit knowledge sharing, its mediators and antecedents. Journal of Business Ethics, 70(4), 411-428.
• Lin, H.-F. & Lee, G.G. (2004). Perceptions of senior managers toward knowledge-sharing behavior. Management Decision, 42(1), 108-125.
• Lin, H.-F. (2007). Knowledge sharing and firm innovation capability: An empirical study. International Journal of Manpower, 28(3/4): 315-332.
• Macit, M. (2003). Leadership and Bass transactional and transformational leadership theory. Selçuk Üniversitesi İktisadi ve İdari Bilimler Fakültesi Sosyal ve Ekonomik Araştırmalar Dergisi, 1(5), 87-114.
• Mohammadi, A. & Boroumand, Z. (2016). Transformational leadership and knowledge sharing. International Journal of Information Science and Management, 14(2), 83-96.
• Ng, T. W. G. (2017). Transformational leadership and performance outcomes: Analyses of multiple mediation pathways. The Leadership Quarterly, 28(3), 385-417.
• Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5, 14-37.
• Phong, L. B. & Son, T. T. (2020). The link between transformational leadership and knowledge sharing: mediating role of distributive, procedural and interactional justice. Journal of Information & Knowledge Management, 19(3) 2050020, 1-19.
• Phong, L. B., Hui, L. & Son, T. T. (2018). How leadership and trust in leaders foster employees' behavior toward knowledge sharing. Social Behavior and Personality: An International Journal, 46(5), 705-720.
• Sezici, E. (2016). İzleyicilerin yıkıcı liderlik algısı ve sonuçları. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, 47, 106-121.
• Shamir, B., House, R., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4(4), 577-594.
• Sharifkhani, M., Khazaei Pool, J. & Asian, S. (2016). The impact of leader-member exchange on knowledge sharing and performance: An empirical investigation in the oil and gas industry. Journal of Science and Technology Policy Management, 7(3), 289-305.
• Sherony, K.M. & Green, S.G. (2002). Coworker exchange: relationships between coworkers, leader-member exchange and work attitudes. Journal of Applied Psychology, 87(3), 542-548.
• Shusha, A. (2013). The Mediating role of leader-member exchange in the relationship between transformational leadership and job performance. European Journal of Business and Management, 5(8), 157-164.
• Srivastava, A., Bartol, K. M. & Locke, E. A. (2006). Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance. Academy of Management Journal, 49(6): 1239-1251.
• Su, T., Wang, Z., Lei, X., & Ye, T. (2013). Interaction between Chinese employees’ traditionality and leader-member exchange in relation to knowledge-sharing behaviors. Social Behavior and Personality, 41(7), 1071-1081.
• Wang, H., Law, K. S., Hackett, R. D., Wang, D., & Chen, Z. X. (2005). Leader–member exchange as a mediator of the relationship between transformational leadership and followers’ performance and organizational citizenship behavior. Academy of Management Journal, 48, 420-432.
• Wang, S., & Noe, R. A. (2010). Knowledge sharing: a review and directions for future research. Human Resource Management Review, 20(2), 115-131.
• Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40, 82-111.
• Yang, J. T. (2008). Individual attitudes and organisational knowledge sharing. Tourism Management. 29(2): 345-353.
• Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal of Management, 15(2), 251-289.