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Effects of transactional and transformational leadership styles on innovation: knowledge sharing as mediator and gender as moderator : case of French knowledge-intensive firms

Author

Listed:
  • Sarra Berraies

    (ISG - Institut Supérieur de Gestion de Tunis [Tunis] - Université de Tunis)

  • Belgacem Bchini

    (ISG - Institut Supérieur de Gestion de Tunis [Tunis] - Université de Tunis)

  • Syrine Zine EL Abidine

    (ISG - Institut Supérieur de Gestion de Tunis [Tunis] - Université de Tunis)

  • Tarek Mejri

    (UPD5 - Université Paris Descartes - Paris 5)

Abstract

This research aims to highlight the impact of transformational and transactional leadership styles on exploitative and exploratory innovation, the mediating effect of knowledge sharing and the moderating effect of gender in these links. An empirical study was conducted on 122 top executives in French knowledge-intensive firms. The partial least square method highlighted that the transformational leadership fosters knowledge sharing and exploitative and exploratory innovations and that transactional leadership is not linked to both types of innovation and knowledge sharing. Results revealed also that gender moderates the link between transformational leadership and exploitative innovation and exploratory innovations. This research provides a better understanding of the contribution of the leadership styles on knowledge sharing and the two types of innovation. It can help managers of knowledge- intensive companies to highlight key elements that may improve the firms' innovation.

Suggested Citation

  • Sarra Berraies & Belgacem Bchini & Syrine Zine EL Abidine & Tarek Mejri, 2019. "Effects of transactional and transformational leadership styles on innovation: knowledge sharing as mediator and gender as moderator : case of French knowledge-intensive firms," Post-Print hal-03840232, HAL.
    • Handle: RePEc:hal:journl:hal-03840232
    as

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