Exploring the Pathways to Innovation
The Interplay of Transformational Leadership, Knowledge Management Infrastructure, and Organizational Support
DOI:
https://doi.org/10.51263/jameb.v7i2.195Keywords:
transformational leadership, knowledge management infrastructure, product innovation, perceived organization supportAbstract
This study examines the effect of transformational leadership (TL) on the knowledge management infrastructure (KMI) and distinguishes its impact on product innovation and process innovation. It also explores the intermediary function of KMI and the moderating influence of perceived organizational support (POS). Drawing upon social exchange theory, the research employed questionnaires and surveys to gather data from employees in various roles within manufacturing companies in Malaysia, including project managers, team leaders, and those in administrative, accounting, operational, or R&D sales departments. Analyzing 290 samples using partial least squares structural equation modeling revealed a significant causal relationship between TL, KMI, and both types of innovation. The study underscores transformational leadership as a key predictor of KMI and innovations in products and processes, with KMI mediating the relationship between TL and these innovations. These insights are valuable for leaders and managers aiming to enhance their organization's knowledge infrastructure and foster innovation in their products and processes.
