The impact of Transformational and Authentic leadership on innovation in higher education: The contingent role of knowledge sharing

Abstract

The aim of this study is to investigate the effect of two leadership styles – Transformational and Authentic leadership on process and product innovation in higher education institutions in Jordan. We also examine how the effect of these leadership styles fluctuates based on the extent to which knowledge sharing is prevailing norm in an institution. We examine our suggested model in higher education institutions in the north of Jordan and utilize structural equation modeling (SEM) techniques for data analysis. Findings reveal that Transformational leadership and Knowledge sharing have a positive impact on the innovativeness of higher education institutions in Jordan. On the other hand, Authentic leadership does not show any support for innovativeness in the higher education sector in a non-western country like Jordan. In addition, knowledge sharing norms significantly moderate the effect of Transformational leadership but exhibited no moderating influence on the effect of Authentic leadership.