The Influence of Transformational Leadership on Personnel Performance with Knowledge Sharing Behavior as a Mediating Variable
Abstract
Abstract.This study aims to analyze the effect of transformational leadership on the performance of Cirebon Police personnel, with knowledge sharing behavior as a mediating variable. The background of this study is based on the importance of improving the performance of human resources (HR) in the police environment in responding to public demands for fast, accurate, and accountable services. In this context, a leadership style that is able to inspire, motivate, and encourage professional growth, namely transformational leadership, is considered crucial in encouraging behavioral change and improving personnel performance. This study uses a quantitative explanatory approach, with the research population being all active personnel at Cirebon Police. A sample of 201 respondents was selected using a census technique. Data collection was carried out through a closed questionnaire, and analyzed using the Structural Equation Modeling method based on Partial Least Square (PLS). The variables analyzed in this study include transformational leadership, knowledge sharing behavior, and personnel performance. The results showed that transformational leadership had a positive and significant effect on knowledge sharing behavior, and had a significant effect on personnel performance. In addition, knowledge sharing behavior also has a positive and significant effect on personnel performance, and is proven to be a mediating variable that strengthens the relationship between transformational leadership and performance. This study concludes that to improve personnel performance sustainably, transformational leadership is needed that not only directs but also fosters knowledge sharing behavior in the work environment. These findings provide practical implications for the development of HR management policies in police institutions, as well as enriching theoretical discourse on the relationship between leadership style, organizational behavior, and HR performance.
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DOI: http://dx.doi.org/10.30659/jrbi.v22i2.45471
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