The impact of transformational leadership on knowledge creation: a serial mediation of interpersonal relationships and learning organizations

Purpose The purpose of this study is to examine how transformational leadership (TL) fosters organizational knowledge creation (OKC) through the sequential mediation of quality interpersonal relationships (QIRs) and learning organizations (LOs). While TL’s role in knowledge management and innovation is well-documented, its combined impact on relational and structural mechanisms remains underexplored. By integrating insights from social exchange theory and OKC theory, this study seeks to clarify how TL facilitates sustainable knowledge-sharing processes. Understanding these mechanisms can help organizations develop leadership strategies that enhance both informal and structured knowledge-sharing, ensuring robust knowledge retention and competitive advantage in rapidly changing business environments. Design/methodology/approach This study uses a quantitative research approach using survey data from 288 US white-collar employees across various industries. Structural equation modeling (SEM) path analysis was conducted to examine the direct and mediated effects of TL on OKC through QIRs and LOs. The analysis tested a sequential mediation model to assess whether TL enhances interpersonal trust and collaboration (QIRs), which subsequently strengthen structured learning environments (LOs), leading to sustained knowledge. Findings The findings of this study confirm that TL positively influences OKC both directly and indirectly through QIRs and LOs. Specifically, TL enhances trust-based collaboration (QIRs), which fosters structured learning environments (LOs), ensuring that knowledge-sharing behaviors become embedded rather than remaining ad hoc. This sequential relationship highlights the interplay between interpersonal and structural mechanisms in knowledge retention. Originality/value This study extends existing research by demonstrating how TL simultaneously influences interpersonal and structural mechanisms in knowledge creation. Unlike previous studies that examine trust-based or structured learning environments separately, this study highlights their sequential relationship under TL. By integrating social exchange theory and OKC theory, this study provides a novel perspective on how leadership transforms knowledge sharing from informal interactions into structured, institutionalized processes. The findings offer valuable insights for both scholars and practitioners, emphasizing the role of leadership in balancing relational and structural elements to sustain OKC.