Leader-Follower Psychological Distance Moderation in the Effect of the Transformational Behaviour of Leaders on Knowledge Sharing

The modern working environment stimulates building collaboration and psychological-oriented management for fruitful knowledge sharing practices, which calls for organization leaders to influence their followers’ behaviour to consistently share their knowledge and skills. The purpose of this study was to examine the moderating role of leader-follower psychological distance on the effects of the transformational behaviours of leaders on knowledge sharing. Data were gathered from employees working in higher education institutions and 253 responses were used for analysis. The findings provided empirical evidence that leaders with transformational behaviour had a less significant effect directly on the knowledge sharing behaviour of followers, while they were more successful when the level of perceived differences of power distance and social distance by employees was low. Results of the study contribute to understanding the significant moderating role of psychological distance in the effects of transformational leaders on the knowledge sharing behaviour of followers. Practically, the findings suggested that when transformational leaders demonstrate psychological-focused management, followers will feel valued and share their knowledge and skills.