Relationships Between Leadership Styles and Internal Social Capital with Organizational Knowledge Sharing

Organizational Knowledge Sharing enables institutions to learn from their own experiences, establish organizational infrastructures, and develop fundamental capabilities to document and share knowledge, address challenges, and model solutions. This research aims to empirically validate a theoretical model that analyzes the relationship between Leadership Styles and Internal Social Capital with Organizational Knowledge Sharing. The study follows a quantitative, non-experimental, cross-sectional, and explanatory research approach, employing structural equation modeling. Data collection relied on a questionnaire using a 7-point Likert scale (1 = never to 7 = always), and a confirmatory factor analysis was conducted to ensure construct validity. The structural analysis results indicated a well-fitted model, revealing positive relationships among the variables. The study concludes that fostering internal social capital presents an opportunity for institutions to achieve effective organizational knowledge sharing. These findings contribute to managerial education disciplines and internal organizational processes by emphasizing the value of employees’ tacit knowledge (know-how) and the management strategies required to strengthen the structural, cognitive, and relational dimensions of internal social capital.