How are leaders trusted in the knowledge-sharing process?

Abstract

This study aims to define the effect of transformational leadership on knowledge sharing; this study also seeks to analyze the mediating role of self-efficacy and trust in leaders in the connection between transformational leadership and knowledge sharing. This quantitative study used a questionnaire with a simple random sampling technique to collect data. Questionnaire measurement uses a Likert scale from 1 – 5, distributed with the help of jakpat.net as a media survey. Respondents in this study were staff-level hotel employees throughout Indonesia, with a total of 143 respondents. Data were analyzed and processed by the PLS-SEM method and path analysis. The bootstrapping method is used to test the hypothesis. This study indicates that transformational leadership has a positive and significant impact on knowledge sharing, transformational leadership has a positive and significant effect on self-efficacy, and transformational leadership has a positive and significant impact on trust in leaders. Then self-efficacy and faith in a leader positively and significantly impact knowledge sharing. It has also been confirmed that there is a mediating role of self-efficacy and trust in the leader in the indirect relationship between transformational leadership and knowledge sharing.

Keywords: {'name': 'Transformational Leadership'}, {'name': 'Knowledge Sharing'}, {'name': 'Self-efficacy'}, {'name': 'Trust in Leader'}

Authors & affiliations

Muhammad Abyan Tio Hananta
Affiliation not supplied

Andriyastuti Suratman
Affiliation not supplied

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Supplied references, not a list of publications citing this article.

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