Unlocking Employee Innovative Behaviour: Exploring the Power of Transformational Leadership and Tacit Knowledge Sharing Among Indonesian White-Collar Workers

Abstract

The study explores the impact of transformational leadership on innovative employee behaviour, with tacit knowledge sharing as a mediator. This contributes to existing literature on the dynamic interplay between transformational leadership, employee innovation, and tacit knowledge sharing within organisational contexts.

Keywords

• tacit knowledge sharing
• innovative work behaviour
• transformational leadership
• white-collar employee
• mediating variable
• m53
• m59