Transformational Leadership And Employee’s Performance: Knowledge Sharing As Mediator

The research was conducted to assess the relationship between specific components of transformational leadership and the job performance of employees in construction enterprises in Vietnam. It also investigates the mediating role of knowledge sharing in this relationship. Data were collected through a survey of employees working in these enterprises. Out of 394 responses gathered, the data were screened and analyzed using statistical methods. The measurement scales of the research constructs were evaluated through Cronbach’s Alpha for reliability, exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and the Variance Accounted For (VAF) index to examine the mediating effect of knowledge sharing and assess model fit. The results indicate that transformational leadership has a statistically significant impact on job performance. Furthermore, the study reveals that knowledge sharing fully mediates the relationship between transformational leadership and employee job performance. The findings suggest that when leaders actively share their knowledge and expertise, employees tend to perform better and receive higher performance evaluations compared to situations where such knowledge sharing is limited or absent.