Transformational Leadership on Organizational Infrastructure Resources: Evidence from Malaysian Construction Organizations

The construction industry in Malaysia is confronted with persistent issues of underperformance in terms of project delivery, employee capacity, and adaptability to future challenges. Despite the recognized importance of leadership in managing organizational complexity, limited empirical evidence exists that evaluates how leadership styles, particularly Transformational Leadership (TL), shape organizational infrastructure resources that are critical for sustainable performance. This study addresses this gap by investigating the impact of TL on three key infrastructure elements: Knowledge Sharing (KS) (including KS among projects—KSAP, within organizations—KSWO, and within projects—KSWP), Human Resource Management (HRM), and Top Management Commitment (TMC) in the context of Malaysian construction organizations. While leadership studies are well-established, there remains a scarcity of empirical evidence linking transformational leadership to infrastructure resource enhancement in construction firms, particularly in developing economies like Malaysia. This study it adopts an extended Contingency Theory framework, which posits that organizational performance outcomes are contingent upon internal alignment with contextual factors, such as leadership behaviors and organizational systems. JEL Codes: Keywords: Transformational Leadership, Organizational Performance, Human Resource Management, Knowledge Sharing, Malaysia, Construction Industry.