Fostering lecturer’s innovative work behavior: The role of transformational leadership, interpersonal trust, and knowledge sharing

Abstract

This study aims to examine the interrelationships between transformational leadership, interpersonal trust, knowledge sharing, and innovative work behavior among faculty members in higher education institutions. Using a cross-sectional survey with data from 343 academic staff in public universities in Indonesia through proportional random sampling, the analyses employed Partial Least Squares Structural Equation Modeling (PLS-SEM) with a generalized Least Squares estimation approach. The findings indicate that transformational leadership significantly enhances knowledge sharing and interpersonal trust, while knowledge sharing serves as a mediator in the relationship between transformational leadership and innovative work behavior. Furthermore, interpersonal trust positively influences knowledge sharing, which subsequently fosters innovative work behavior. These results highlight the pivotal role of leadership and trust in promoting knowledge-sharing behaviors that drive innovation in academia. This study contributes to the fields of leadership, knowledge management, and faculty innovation, offering practical insights for university management to cultivate a trust-based, knowledge-driven academic culture that supports continuous professional development and institutional growth. Practically, universities should foster transformational leadership and strengthen interpersonal trust to enhance knowledge sharing, thereby promoting collaborative cultures, innovative pedagogy, and advancements in research.