Improving Knowledge Sharing Through Idealized Influence Leadership Case from Private Universities in Central Java Indonesia

DOI

10.2991/aebmr.k.210311.085How to use a DOI?

Keywords

knowledge sharing, idealized influence, contingent reward, private universities

Abstract

The aim of the current research is to examine and to analyze the role of idealized influence and contingent reward leadership to knowledge sharing. The ground of the current research is that most of transformational leadership researches focused on 4 dimensions as composite dimensions. Thus, the contribution of each dimension is not clearly described. Meanwhile a leader can just have many, not all, dimensions of transformational leadership. Idealized influence, one of dimensions of transformational leadership is supposed to be predictor of knowledge sharing. Idealized influence leadership builds trust to subordinates and it is main prerequisite for sharing knowledge. The object of the research is private universities in central java having superior accreditation (A accredited). Populations are all lecturers in 5 universities having had educator certificate. Sample of the current research is 162 lectures from 5 universities. Sampling technique is non probability sampling. Regression analysis is used to examine the hypotheses. Based on analysis conducted, idealized influence leadership significantly affect to knowledge sharing, while contingent reward leadership does not affect to knowledge sharing. The current research gives theoretical contribution by giving more evidence of the effect of idealized influence leadership to the knowledge sharing. For practical contribution, an organization should develop idealized influence leadership through intensive training to improve knowledge sharing. The current research has many limitations. The object is only private universities so that the finding cannot be generalized to state universities. Future research can compare between private and state universities to give comprehensive understanding concerning how knowledge sharing activities are encouraged. Future research can use other dimensions of transformational leadership to give better understanding of contribution of each dimension to knowledge sharing.

Copyright

© 2021, the Authors. Published by Atlantis Press.

Open Access

This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).

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TY  - CONF
AU  - Suhana
AU  - Askar Yunianto
AU  - Hasan Abdul Rozak
AU  - Lutfika Rachmawati
PY  - 2021
DA  - 2021/03/13
TI  - Improving Knowledge Sharing Through Idealized Influence Leadership Case from Private Universities in Central Java Indonesia
BT  - Proceedings of the 3rd International Conference on Banking, Accounting, Management and Economics (ICOBAME 2020)
PB  - Atlantis Press
SP  - 424
EP  - 429
SN  - 2352-5428
UR  - https://doi.org/10.2991/aebmr.k.210311.085
DO  - 10.2991/aebmr.k.210311.085
ID  - 2021
ER  -