Transformational leadership, trusting climate, and knowledge-exchange behaviors in Taiwan

Abstract

This study follows the leadership literature in proposing that leadership behaviors can affect followers' attitudes and actions. Specifically, we propose that transformational leaders may nurture a trusting climate among organizational members and, in turn, promote employee knowledge-exchange behaviors. Surveying data from multiple respondents, we find that a trusting climate mediates the positive relationship between transformational leadership and employee knowledge-exchange behaviors among R&D workers in 122 Taiwanese enterprises. We then discuss the significance of our findings and the possible contribution to the literature of leadership and organizational climate.

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