The effects of Transformational Leadership on Tacit Knowledge Sharing in Higher Education Institutions in Addis Ababa: The Mediating Effect of Adhocracy Culture

Abstract

The purpose of this study was to examine the significant effects of transformational leadership on tacit knowledge sharing through adhocracy culture in the context of Higher Education Institutions in Addis Ababa. In validating the posited theoretical model, the study used quantitative research method with descriptive and explanatory designs. Using a self-administrated questionnaire, 82 sample responses were collected by using simple random sampling technique from employees working in two private and two government universities in Addis Ababa. In testing the direct effects of transformational leadership and indirectly through adhocracy culture in predicting tacit knowledge sharing, a correlation test followed by stepwise regression analysis and mediation test was performed. The results of this study provided empirical evidence that transformational leadership style would have no significant effect directly on the tacit knowledge-sharing behavior of followers, while it has a significant effect indirectly through adhocracy culture in the organization. Theoretically, the study contributes to the body of knowledge in leadership literature, while practically, the study findings contribute in revealing that leaders with transformational behavior would be more successful in raising tacit knowledge-sharing behavior of employees when they can maintain the adhocracy culture in the organizations.