Connecting leadership styles with knowledge sharing and creativity in organizations

Purpose This study aims to identify how different leadership styles influence employees’ knowledge-sharing behaviors and, in turn, affect creative performance within organizations. Design/methodology/approach A conceptual literature review incorporating recent empirical and theoretical research was conducted to propose a framework linking leadership styles, knowledge sharing (KS) and creativity. Empowering, transformational, transactional, mentoring and facilitative leadership styles were examined. Findings Leadership styles promote KS via mechanisms such as psychological safety, shared vision, autonomy and trust, thereby enhancing creativity. Leadership fosters a culture conducive to KS, indirectly driving innovation. Practical implications Practitioners should apply leadership styles strategically and reinforce communication, incentives and infrastructure that support KS and creativity. Originality/value The study contributes to leadership and knowledge management literature by identifying key relational processes fostering innovative environments.