The Impact of Transformational Leadership of Principals on Trust and Knowledge Sharing among Faculty of Higher Educational Institutions in Bengaluru, India
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Abstract
Purpose: This research investigates the effect of transformational leadership exercised by principals on trust and knowledge sharing among faculty members in higher educational institutions in Bengaluru, India. Data, methodology, and research design: The study used data from 505 faculty members across ten higher educational institutions, representing small, medium-sized, and large institutions. The analysis of the results using statistical tools indicates that transformational leadership positively influences trust and knowledge sharing among faculty members. The research combines both secondary and primary data sources. Secondary data is obtained by searching databases for already published literature using relevant keywords. The primary data collection is conducted with meticulous care, employing a survey method using a pre-designed questionnaire. The methodologies are confirmatory factor analysis, composite reliability (CR), average variance extracted (AVE), discriminant validity, bootstrapping, and hypothesis testing results. Results: The findings suggest that nurturing transformational leadership qualities among the principals is crucial for improved faculty trust and knowledge sharing. Conclusions: The study concludes with practical implications for educational institutions in Bengaluru. This research reveals the vital influence of transformational leadership on trust and knowledge sharing among faculty members of higher educational institutions in Bengaluru, India.
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