Exploring the Influence of Transformational Leadership Style on Knowledge Workers’ Performance: The Case of Oman

Abstract

This research aims to critically explore potential factors influencing transformational leadership (TFL) on the knowledge workers’ (KWrs) performance. This research study concerns with improving the process which has been influenced by the (TFL) style effected in knowledge workers’ performance. This has been done by using a theoretical approach of identifying the factors of transformational leadership that impact the knowledge works performance. The aim is for leaders to clearly understand, support and lead the different personalities in their team, in particular to encourage them to be punctual in accomplishing tasks or to committed to work, including females’ KWrs. There is evidence in the existing literature that little attention has been paid to the important influences of TFL to influence KWrs performance. A new area in this study is the national culture which has been explored in certain aspect, due to the differences between the genders in the workplace, in the Oman, and the Middle East. The aim of this research study is achieved through increasing the public awareness of the females KWrs roles in the government sector compared to the notion of being respected as housewives in society. The study is designed to explore in-depth, and to determine the effect of culture and workplace in motivating female knowledge workers’ abilities and competencies to perform by giving them the opportunities to shine. Therefore, this research study is conducted in the context of the knowledge-based organisations in the government sector of Oman. The research design adopted in this research is a qualitative methodology approach, using in-depth semi-structured interviews and focus groups with 46 participants. Qualitative data has been collected from six governmental knowledge-based organisations as case studies, six focus groups contain 29 knowledge workers i.e., one from each case study, and 17 individuals’ interviews (CEOs and senior leaders). The computer software package NVivo V.12 was used to analyse the collected qualitative data. Relevant themes and nodes were identified and established. This research starts by examining and analysing how TFL in the governmental sector can enhance the knowledge workers’ performance, which leads to developing a framework as a tool in supporting leaders to enhancing the performance of their knowledge workers. The findings of the study are triangulated to the relevant literature used in the research study, to provide a constructive and rich discussion in evaluating and confirming the framework, and to achieve the set aim and objectives. This research study contributes to the current literature of both TFL and KWrs by developing a comprehensive theoretical, and practical to examine the relationship between TFL, and practitioners’ behaviours and KWrs performance. The significant findings revealed three new constructs (set of actions, cultural and workplace dimensions, and standardised framework), which influence the knowledge workers’ performance process. A novel framework has been developed to include the two main levels, i.e., individual-focused TFL which addresses the different members in the team, and group-focused TFL which addresses the team as a whole. The framework has addressed the notion that, KWrs are responsible for knowledge sharing, either at individual or group levels. The relationship between the main two levels of the framework offers a practical understanding to foster KWrs innovation and creativity, which in turn enhance their performance. The final and developed framework combined the TFL theory with training and engagement theory (TET), as the theoretical underpinning of this study, to enhancing KWrs performance continuously. Also, the study contributes to the current literature by providing insightful new reconceptualisation of TFL dimensions which provides in-depth knowledge, tools and techniques to help leaders motivate their knowledge workers and to enhancing their performances. In addition, this study highlights the need and awareness for practitioner on how transformational leaders are guiding and supporting the skills and experience of male and female knowledge workers’ knowledge-based organisations.