earticle

영어

Based on the Theory of Reasoned Action, this study develops a comprehensive model to investigate the influence of transformational leadership (TL) on internal knowledge transfer (IKT) within project teams. In this model, TL is considered the independent variable, IKT is the dependent variable, and employee creativity (EC) is the mediating variable. Furthermore, the study examines the moderating effect of power distance (PD) on the relationship between TL and IKT within teams. To address these research objectives, the study adopts a quantitative research design, collecting data through a structured survey questionnaire distributed to employees in manufacturing enterprises. The sample comprises 308 respondents, representing diverse roles and hierarchical levels within project teams, providing a robust dataset for analysis. Hierarchical regression analysis was employed as the primary method to test the proposed hypotheses, allowing the researchers to examine both direct and indirect effects within the model and the moderating influence of power distance. Additionally, exploratory and confirmatory factor analyses were conducted to validate the measurement model, ensuring the constructs were appropriately captured. The findings indicate that TL significantly and positively impacts employees' willingness to participate in IKT processes. It demonstrates that TL fosters a collaborative environment conducive to knowledge sharing among team members. Moreover, EC partially mediates the relationship between TL and IKT, highlighting the importance of creativity as a mechanism through which leadership styles influence knowledge-sharing behaviors. Additionally, the study uncovers that power distance negatively moderates the positive effect of TL on employees' willingness to transfer knowledge. In contexts where PD is higher, the positive influence of TL on knowledge-sharing behaviors may be weakened. These findings contribute to the existing body of literature by offering new insights into the interplay between leadership styles, employee behaviors, and knowledge management processes within organizations. They also provide actionable recommendations for organizations aiming to enhance their IKT practices. Specifically, companies can focus on developing leadership strategies that encourage creativity and reduce hierarchical barriers to foster a culture of knowledge sharing. By understanding these dynamics, businesses can improve employee engagement in knowledge transfer activities and optimize the overall effectiveness of IKT processes within project teams.