Content uploaded by Behzad Kazemi
Author content
All content in this area was uploaded by Behzad Kazemi on Apr 17, 2024
Content may be subject to copyright.
Content uploaded by Behzad Kazemi
Author content
All content in this area was uploaded by Behzad Kazemi on Apr 17, 2024
Content may be subject to copyright.
CO 4 (2), 505- 515 (2024)
505
Current Opinion
Current
Opinion
CO 4 (2), 505− 515 (2024) Current Opinion
Received 27 Decem
ber
2023 |
Revised
27 January
2024 |
Accepte d
25 Februry
2024 |
Online Available 30 March
2024
https://doi.org/10.52845/currentopinion.v4i2.291
OPEN ACCESS JOURNAL
ISSN (O) 2795- 935X
Original Article
Driving Innovation in Education: The Role of Transformational Leadership
and Knowledge Sharing Strategies
Hosna Khorsandi 1, Mahsa Mohsenibeigzadeh 2, Arash Tashakkori 3, Behzad Kazemi 4,
Parisa Khorashadi Moghaddam5,*, Zahra Ahmadirad6
1 Department of Educational Leadership and Policy Studies, University of Denver, Denver, USA.
2 Department of Management, College of Business, University of Central Florida, USA.
3 School of Business, Stevens Institute of Technology, Hoboken 07030, New Jersey, USA.
4Department of Advanced Data Analytics, Toulouse Graduate School, University of North Texas,
Denton, TX, USA.
5Industrial Management, Tagliatela College of Engineering, University of New Haven, USA.
6 Department of Finance, Henry W. Bloch School of Management, University of Missouri, Kansas
City, USA.
*Corresponding Author: Parisa Khorashadi Moghaddam
Abstract:
This study aimed to investigate the impact of transformational leadership by educational institution
managers on innovation in education, with a focus on the mediating role of knowledge sharing. A total of
138 faculty members and staff from higher education institutions in Iran participated in the research. Data
analysis utilized partial least squares structural equation modeling (PLS-SEM) with SMARTPLS3 software.
The findings indicated that transformational leadership by educational institution managers has a significant
and positive impact on knowledge sharing and innovation in education. Additionally, the impact of
knowledge sharing on innovation in education was also found to be significant and positive. The mediating
role of knowledge sharing in the impact of transformational leadership by educational institution managers
on innovation in education was also significant and positive. Therefore, it can be concluded that
transformational leadership by educational institution managers leads to increased innovation in education
through knowledge sharing.
Keywords: Transformational Leadership, Knowledge Sharing, innovation in education, Educational
Institutions
Introduction
Innovation is a fundamental component of
organizations and educational institutions, so
much so that it can be said they are doomed to
perish without implementing change (Hatami and
Nasiri Valik Bani, 2019). In a competitive world,
innovation is not only essential for the growth of
organizations but also crucial for their survival
(Hoang et al., 2022 ; Heidari et al., 2023). New
ideas and methods quickly replace old approaches,
and change and transformation have become the
norm. Today's organizations require rapid and
continuous innovation in products, services,
technologies, and processes. Due to rapid changes
and intense competition, companies have no
choice but to innovate (Sadeghi et al., 2022; Zandi
& Luhan, 2024). Companies that cannot
consistently deliver innovative products and
Parisa Khorashadi Moghaddam et al.
CO 4 (2), 505- 515 (2024)
506
services to the market will face failure. Therefore,
the ability to continuously innovate products,
services, and work processes is vital for
organizations. Consequently, over the past twenty
years, attention to "innovation" as a research topic
has increased (Singh and Sarkar, 2019). In today's
business environment, companies must
continuously innovate to remain competitive in
the long term. Existing environmental crises have
altered conventional systems and jeopardized the
survival of organizations (Karabulut et al., 2022).
For instance, ineffective sanitary disposal of
hospital waste can lead to environmental risks and
higher operational expenses (Sabeti Karajvandani
et al. 2024). In order to gain a competitive
advantage and enhance their reputation,
innovation is a crucial strategic choice to address
crises. It is evident that innovation plays a
significant role in assisting organizations to
survive in a world full of changes (Su et al.,
2020).
According to Manteghi (2005), the production,
acceptance, and implementation of educational
innovations are innovative and creative stages and
aspects that lead to transformation in the
traditional educational system and optimize and
enhance its quality. Educational innovations are
responses to changes, expectations, and
experiences of students and learners, addressing
the world of information, especially technological
advancements by learners (Koh, 2002 ; Cuocci et
al., 2023). Educational innovation entails useful
products and processes that enhance the quality
and outcomes of the learning process (Messmann
& Mulder, 2011; Chekuri et al., 2023). Many
educational institutions invest heavily in creating
innovation, but they often seek the key to
innovation outside the institution. In this case,
despite significant investments, they may not
achieve desired results. Innovation is actually
created from within the institution and among
managers and employees who exhibit innovative
behaviors (Hashemian et al., 2024 ; Sanaei, 2024).
Therefore, given the importance of innovation in
education, this research examines the impact of
transformational leadership of educational
institution managers on innovation in education
with the mediating role of knowledge sharing.
The central and crucial role of leaders in
advancing organizations towards achieving set
goals and ensuring organizational survival
necessitates the imperative coordination,
accompaniment, and direct interaction of all
organizational levels with leaders. Therefore,
leaders strive to create individual, group, and
organizational growth and development through
adopting various leadership styles tailored to the
culture, maturity level, and elevation of
organizations. The theory of transformational
leadership is one of the prominent theoretical
frameworks worldwide, introduced by Bass
(1985). A transformational leader is someone who
encourages followers to perform beyond the
expected norms (Bass, 1985; Qu et al., 2015;
Messmann et al., 2022). Burns (1978) defines
transformational leadership as a process in which
leaders and followers propel each other to higher
levels of morality and motivation.
Leadership for transformation requires the
enactment of four components or factors as
constituent elements of this well-known theory.
These factors include: 1) Idealized Influence: This
dimension describes leaders who act as strong role
models for followers. Also, pride, consideration,
respect, and unwavering loyalty from followers to
leadership convey a sense of idealism (Linde,
2004; Fernet et al., 2015). 2) Inspirational
Motivation: This factor characterizes leaders who
increase followers' commitment and motivation
by involving them in creating a vision for the
future (AmirKhani and Borhani, 2016). Ergenelia
et al., 2007; Mittal & Dhar, 2015). Inspirational
motivation requires leaders to energize and
empower organizational members. 3) Intellectual
Stimulation: Leaders utilizing this aspect do not
tell individuals what to do but rather invest in their
intellectual capital and enhance their mental
abilities (Avolio & Bass, 2002).4) Individual
Consideration: Individual consideration involves
paying attention to the individual differences of
followers, engaging with each one, and
stimulating them through delegating
responsibilities for their learning and experiences.
It occurs when leaders serve their followers in
meeting their desired needs and strive to develop
their potential (Horwitz et al., 2008). Contrary to
traditional leadership theories that mainly focus
on rational processes, transformational leadership
theory emphasizes emotions and values. Today,
transformational leadership plays a crucial role in
enhancing the capabilities of individuals and
organizations to create, exploit, unleash, and apply
Parisa Khorashadi Moghaddam et al.
CO 4 (2), 505- 515 (2024)
507
knowledge to develop the competencies necessary
for organizational improvement (Grant, 2012;
Mittal & Dhar, 2015). In the educational context,
transformational leadership leads to empowering
teachers and professors, resulting in educational
innovations (Norman et al., 2024 ; Kilag et al.,
2024 ; Karami et al., 2019). Research indicates the
significant role of transformational leadership in
innovation and educational improvement (Owusu-
Agyeman, 2021; Sudibjo & Prameswari, 2021;
Vermeulen et al., 2022; Kilag et al., 2024).
On the other hand, the most important asset for
organizations today is the knowledge they have
access to. Organizations can succeed by acquiring
the most useful, reliable, and up-to-date human
knowledge in their business field and using it to
their best advantage (Kremer et al., 2019). One of
the key priorities identified by knowledge
management researchers is to create motivation in
individuals to share their knowledge. Knowledge
sharing, as a complex yet value-creating activity
in knowledge management, forms the basis of
many organizational strategies (Bhatti et al., 2021;
Azimi Asmaroud, 2022; Ghorashi et al., 2015).
While some believe that knowledge is power, it
seems that knowledge itself does not possess
power; rather, what empowers individuals is the
knowledge they share with others (Jyoti et al.,
2019). In modern economics, knowledge is
perceived as a strategic factor in achieving
sustainable competitive advantage, but it's not just
possessing knowledge assets that creates power
and value (Dehghani & Larijani, 2023). Instead,
it's the sharing of knowledge within and outside
the organization that creates the power and value.
This will lead to the creation of new and valuable
knowledge assets (Zhang et al., 2020).
Effective knowledge sharing among organization
members leads to a reduction in knowledge
production costs and ensures the dissemination of
best practices within the organization. It enables
the organization to solve its problems and
challenges, most importantly fostering innovation
and creativity (King, 2011). Research also
indicates the mediating role of knowledge sharing
in the impact of transformational leadership on
innovation (Sudibjo & Prameswari, 2021; Al-
Husseini et al., 2021; Rafique et al., 2022).
In general, innovation is essential not only for the
growth of organizations but also for their survival
in a competitive world. New ideas and methods
are rapidly replacing old ones, and change and
transformation have become the norm. Today's
organizations require continuous and rapid
innovations in products, services, technologies,
and processes. Due to rapid changes and intense
competition, companies have no choice but to
innovate. Companies that cannot continuously
deliver innovative products and services to the
market are destined to fail (Abbassi, 2022;
Borhani et al., 2022).
Previous research indicates that the impact of
transformational leadership of managers in
educational institutions on innovation in education
with the mediating role of knowledge sharing has
not been examined within the framework of
structural equation modeling. Therefore, the
fundamental issue of the present study is to
investigate the impact of transformational
leadership of managers in educational institutions
on innovation in education with the mediating role
of knowledge sharing, in order to enrich the
literature and empirical experience in this area and
take a step towards improving innovation in
education.
Based on the theoretical literature and theoretical
framework obtained from the research
background, the conceptual model of the research
is depicted in Figure 1. As can be seen, in this
model, transformational leadership of managers in
educational institutions is considered as the
independent variable, knowledge sharing as the
mediating variable, and innovation in education as
the dependent variable. Therefore, the research
hypotheses are as follows:
H1: Transformational leadership of managers in
educational institutions affects knowledge sharing.
H2: Transformational leadership of managers in
educational institutions affects innovation in
education. H3: Knowledge sharing affects
innovation in education.
H4: Knowledge sharing mediates the impact of
transformational leadership of managers in
educational institutions on innovation in
education.
Research Methodology
Population and Sample
Parisa Khorashadi Moghaddam et al.
CO 4 (2), 505- 515 (2024)
508
The target population for this research consisted
of teachers and professors in educational
institutions in Tehran. A total of 138 individuals
participated in the study. Initially, 160
questionnaires were distributed among teachers
and professors in educational institutions in
Tehran. After excluding incomplete
questionnaires (22 questionnaires), 138
questionnaires were included in the analysis.
Figure 1: The conceptual model
Measures
To measure transformational leadership, the Bass
& Avolio (2000) questionnaire is utilized. This
questionnaire consists of 20 items and includes
dimensions of intellectual stimulation (5
questions), inspirational motivation (4 questions),
idealized influence (7 questions), and individual
considerations (4 questions). For measuring
knowledge sharing, the Al-Mulla et al. (2019)
questionnaire with 6 items is employed.
Additionally, for assessing innovation in
education, the Jorfi & Branch (2013)
questionnaire with slight modifications is used,
comprising 10 items. The items were measured on
a five-point Likert scale ranging from "Strongly
Disagree" (1) to "Strongly Agree" (5).
Reliability and Validity
The measurement model is tested for reliability
and validity of constructs and research tools.
Fornell and Larcker (1981) propose three criteria
for assessing reliability: item reliability,
composite reliability (CR), and average variance
Extracted. Table 1 displays factor loadings,
composite reliability, and AVE values,
demonstrating the constructs' sufficient reliability.
To evaluate structural validity, Table 2 details
item cross-loadings on research constructs. Table
2 shows that all dimensions have high factor
loadings on their respective constructs with a
factor loading difference exceeding 0.1, indicating
sufficient validity. Table 3 presents results on
correlations and the second validity criterion, the
square root of Average Variance Extracted.
Structural Model
A conceptual model was analyzed for predicting
innovation in education using SEM with PLS
estimation (Kamranfar et al., 2023 ; Toosi and
Ahmadi, 2023). Research hypotheses guided the
analysis, and a Bootstrap method (500
subsamples) determined significance. Figure 2
depicts relationships among variables, showing
positive and significant impacts of
transformational leadership on knowledge sharing
and innovation in education. Knowledge sharing
also positively and significantly influences
innovation, with circle numbers indicating
explained variances.
Table 4 reports the estimation of path coefficients
and explained variances of the research variables.
Table 4 shows the significant impact of
transformational leadership on knowledge sharing
and innovation in education. It also highlights the
mediating role of knowledge sharing in this
relationship. The model explains 51% of
educational innovation variance and 38% of
knowledge sharing variance.
Conclusion
Innovation in
Education
Transformational
Leadership
Knowledge
Sharing
H1
H2
H3
Parisa Khorashadi Moghaddam et al.
CO 4 (2), 505- 515 (2024)
509
The aim of the present study was to propose a
model for investigating the impact of
transformational leadership of educational
institution managers on innovation in education,
with knowledge sharing as a mediating factor,
using the structural equation modeling method.
The results indicated that the proposed model fits
the data relatively well and can explain 51% of the
variance in educational innovation and 38% of the
variance in knowledge sharing.
Table 1: The results of Reliability
Variable
Item
Factor
Loading
Cronbach’s
Alpha
composite
reliability
AVE
Intellectual
Stimulation
1
0.818
0.826
0.876
0.586
2
0.808
3
0.768
4
0.724
5
0.707
Idealized Influence
6
0.779
0.888
0.913
0.60
7
0.79
8
0.818
9
0.841
10
0.768
11
0.729
12
0.687
Inspiration
Motivation
13
0.884
0.877
0.916
0.731
14
0.847
15
0.857
16
0.831
Individual
Consideration
17
0.838
0.837
0.890
0.669
18
0.792
19
0.781
20
0.857
Knowledge Sharing
1
0.74
0.837
0.878
0.546
2
0.759
3
0.713
4
0.683
5
0.755
6
0.777
Innovation in
Education
1
0.773
0.931
0.941
0.617
2
0.816
3
0.792
4
0.767
5
0.79
6
0.812
7
0.818
8
0.831
9
0.763
10
0.683
Table 2: Cross loading
Innovation in
education
Knowledge Sharing
Transformational
Leadership
EN1
0.773
0.566
0.518
EN10
0.683
0.442
0.425
EN2
0.816
0.490
0.375
EN3
0.792
0.540
0.486
EN4
0.767
0.472
0.422
EN5
0.790
0.595
0.464
EN6
0.812
0.500
0.514
EN7
0.818
0.503
0.532
Parisa Khorashadi Moghaddam et al.
CO 4 (2), 505- 515 (2024)
510
EN8
0.831
0.568
0.525
EN9
0.763
0.478
0.627
KS1
0.442
0.740
0.378
KS2
0.594
0.759
0.520
KS3
0.395
0.713
0.385
KS4
0.342
0.683
0.267
KS5
0.508
0.755
0.476
KS6
0.555
0.777
0.583
RT1
0.589
0.537
0.818
RT2
0.501
0.412
0.807
RT3
0.294
0.247
0.768
RT4
0.366
0.328
0.724
RT5
0.318
0.388
0.707
RT6
0.520
0.540
0.779
RT7
0.480
0.446
0.790
RT8
0.548
0.462
0.818
RT9
0.550
0.513
0.841
RT10
0.471
0.333
0.768
RT11
0.346
0.435
0.729
RT12
0.415
0.475
0.687
RT13
0.432
0.317
0.884
RT14
0.318
0.380
0.847
RT15
0.423
0.325
0.857
RT16
0.488
0.450
0.831
RT17
0.509
0.490
0.838
RT18
0.212
0.440
0.792
RT19
0.257
0.339
0.781
RT20
0.509
0.561
0.857
Figure 2: The PLS test
Parisa Khorashadi Moghaddam et al.
CO 4 (2), 505- 515 (2024)
511
Table 3: The results of second validity criterion
Variable
Transformational
Leadership
Knowledge
Sharing
Innovation in
Education
Transformational
Leadership
0.86
Knowledge Sharing
0.61**
0.74
Innovation in Education
0.62**
0.65**
0.78
Table 4: Path coefficients and explained variances
Variables
Direct Effect
Indirect Effect
Explained Variance
To Innovation in Education Via: Knowledge Sharing
Transformational Leadership
0.44**
0.358**
-
0.269**
0.515
To Knowledge Sharing via:
Transformational Leadership
0.613**
-
0.376
The study revealed that transformational
leadership positively impacts knowledge sharing
by fostering optimism about the future,
enthusiasm for tasks, and creating a compelling
vision. Transformational leaders inspire
commitment and drive organizational change,
leading to improved performance and a culture of
knowledge sharing (Tehranian et al., 2024). Their
focus on values and beliefs cultivates trust and
respect, further enhancing knowledge exchange
among team members. The study shows that
transformational leadership positively affects
innovation in education by motivating and
effectively communicating with subordinates,
driving change, and supporting common values.
By inspiring individual efforts and increasing
awareness of organizational values,
transformational leaders activate higher-level
needs, ultimately boosting innovation capabilities.
The study shows that sharing knowledge
significantly boosts innovation in education.
When educational institutions share knowledge,
collaborate with similar companies, and engage in
common idea sharing, it leads to increased
innovation. This underscores the importance of
knowledge as a tool for action and problem-
solving, highlighting how sharing it leads to new
insights and innovation. Effective knowledge
sharing reduces costs, ensures best practices are
disseminated, and fosters innovation within
educational institutions. The study suggests that
knowledge sharing is crucial in linking
transformational leadership in educational
institutions to innovation. Transformational
leadership fosters innovation through knowledge
sharing, highlighting the importance of
adaptability and problem-solving skills. This
leadership style supports long-term organizational
changes and promotes growth, emphasizing
ethical principles and a deep understanding of
challenges. However, the study's generalizability
is limited to teachers and professors in Tehran,
and causal relationships cannot be inferred due to
the correlational nature of the research. For future
research, exploring the integration of mixed
methods, qualitative analysis (Ghorashi et al.,
2018), data mining, and machine learning
techniques (Aghamohammadghasem et al., 2023;
Owrang et al., 2025 ; Gholami et al., 2021;
Gholami et al., 2022) could offer deeper insights
into the complex relationships within
transformational leadership and knowledge
sharing dynamics compared to traditional linear
techniques like SEM and multiple regression.
References
1. Abbassi, H. (2022). The Effect of Third-Party
Tracking Cookies on Online Purchase
Behavior: A Conceptual Model. AMA
Summer Academic Conference Proceedings.
2022, Vol. 33, p486-497. 12p., Database:
Business Source Complete. https://digitalcom
mons.uncfsu.edu/cgi/viewcontent.cgi?article=
1002&context=sbe_faculty_wp
2. Aghamohammadghasem, M., Azucena, J.,
Hashemian, F., Liao, H., Zhang, S., &
Nachtmann, H. (2023, December). System
Simulation and Machine Learning-Based
Maintenance Optimization for an Inland
Waterway Transportation System. In
Parisa Khorashadi Moghaddam et al.
CO 4 (2), 505- 515 (2024)
512
Proceedings of the Winter Simulation
Conference (pp. 267-278).
3. Al-Husseini, S., El Beltagi, I., & Moizer, J.
(2021). Transformational leadership and
innovation: the mediating role of knowledge
sharing amongst higher education faculty
. International Journal of Leadership in
Education, 24(5), 670-693.
4. Al-Mulla, A., Ameen, A., Issac, O., Nusari,
M., & Al-Shibami, A. H. (2019). The Effect of
Organizational Tensions, Merge Policy and
Knowledge Sharing on Managing
Organizational Change: The Context of Abu
Dhabi National Oil Organizations. Journal of
Engineering and Applied Sciences, 14(8),251
7-2531.
5. AmirKhani, T., & Borhani, T. (2016). Public
service motivation: A study of the impact of
job design and employees subjective well-
being in a public hospital. Iranian journal of
management sciences, 11(41), 76-90.
6. Avolio, B. J., & Bass, B. M. (2002).
Developing potential across a full range of
leadership: cases on transactional and
transformational leadership. Mahwah, NJ:
Erlbaum.
7. Azimi Asmaroud, S. (2022). Preservice
Elementary Teachers’ Categorical Reasoning
and Knowledge Transfer on Definition Tasks
With Two Dimensional Figures. Theses and
Dissertations. 1588. https://ir.library.illinois
state.edu/etd/1588
8. Bass, B. M. (1985). Leadership and
performance beyond expectations.
9. Bass, B. M., & Avolio, B. J. (2000).
Multifactor leadership questionnaire
(MLQ). Mind Garden, 1-114.
10. Bhatti, S. H., Vorobyev, D., Zakariya, R., &
Christofi, M. (2021). Social capital,
knowledge sharing, work meaningfulness and
creativity: evidence from the Pakistani
pharmaceutical industry. Journal of
Intellectual Capital, 22(2), 243-259.
11. Borhani, T., Pourezzat, A. A., &
Monavariyan, A. (2022). Applying a meta-
synthesis qualitative approach to provide a
design pattern for a policy laboratory. Public
Administration Perspaective, 13(1), 97-115.
12. Burns, J. M. (1978). Leadership. New York:
Harper & Row.
13. Chekuri S, Chandrasekar P, Banerjee B, Park
SH, Masrourisaadat N, Ahuja A, Ingram WA,
Fox EA. (2023). Integrated Digital Library
System for Long Documents and their
Elements. In2023 ACM/IEEE Joint
Conference on Digital Libraries (JCDL) 2023
Jun 1 (pp. 13-24). IEEE Computer Society.
https://doi.org/10.1109/JCDL57899.2023.000
12
14. Cuocci, S., Fattahi Marnani, P., Khan, I., &
Roberts, S. (2023). A Meta-Synthesis of
Technology-Supported Peer Feedback in
ESL/EFL Writing Classes Research: A
Replication of Chen’s Study. Languages, 8(2),
114.
15. Dehghani, F., & Larijani, A. (2023). Average
portfolio optimization using multi-layer neural
networks with risk consideration. Available at
SSRN. https://dx.doi.org/10.2139/ssrn.443664
8
16. Ergenelia, A., Goharb, R. &Temirbekovac, Z.
(2007). "Transformational Leadership: Its
relationship toculture value dimensions".
International Journal of Intercultural Relations
, 31,703-724.
17. Fernet, C., Trépanier, S. G., Austin, S., Gagné,
M., & Forest, J. (2015). Transformational
leadership and optimal functioning at work:
On the mediating role of employees' perceived
job characteristics and motivation. Work &
Stress, 29(1), 11-31.
18. Fornell, C., & Larcker, D. F. (1981).
Structural equation models with unobservable
variables and measurement error: Algebra and
statistics.
19. Gholami, B., Behboudi, M. H., Khadem, A.,
Shoeibi, A., & Gorriz, J. M. (2022, May).
Sleep apnea diagnosis using complexity
features of EEG signals. In International
Work-Conference on the Interplay Between
Natural and Artificial Computation (pp. 74-
83). Cham: Springer International Publishing.
https://doi.org/10.1007/978-3-031-06242-1_8
20. Gholami, B., Behboudi, M. H., Mahjani, M.
G., & Khadem, A. (2021). Diagnosis of sleep
apnea syndrome from EEG signals using
different entropy measures. 7th International
Conference on Signal Processing and
Parisa Khorashadi Moghaddam et al.
CO 4 (2), 505- 515 (2024)
513
Intelligent Systems (ICSPIS), pp. 1-6. doi: 10.
1109/ICSPIS54653.2021.9729367.
21. Ghorashi, S. M., Azkia, M., & Mahdavi, M. S.
(2018). Phenomenological Study:(Kan
Neighborhood, District 5, Tehran, Iran).
Quarterly Journal of Social Development
(Previously Human Development), 12(2), 29-
54.
22. Ghorashi, S. M., Azkia, M., & Mahdavi, S. M.
S. (2015). Sociological Redefinition of the
Concept of Neighborhood from the Residents'
Viewpoint: A Phenomenological Study of Kan
Neighborhood in District 5 of Tehran.
Community Development (Rural and Urban
Communities), 7(2), 221-240.
23. Grant, A. M. (2012). Leading with meaning:
Beneficiary contact, prosocial impact, and the
performance effects of transformational
leadership. Academy of Management Journal,
55(2), 458-476.
24. Hashemian, F., Maleki, N., & Zeinali, Y.
(2024). From User Behavior to Subscription
Sales: An Insight Into E-Book Platform
Leveraging Customer Segmentation and A/B
Testing. Services Marketing Quarterly, 1-29.
25. Hatami, S., & Nasiri Valik Bani, F. (2019).
Investigating the Relation between the
Effectiveness of Classroom Management and
the Educational Innovation of Faculty
Members with Students’ Academic
Performance. Higher Education Letter, 12(46),
121-145.
26. Heidari, S., Zarei, M., Daneshfar, A., &
Dokhanian, S. (2023). Increasing Sales
Through Social Media Marketing: The Role of
Customer Brand Attachment, Brand Trust, and
Brand Equity. Marketing and Management of
Innovations, 14(1), 224-234.
27. Hoang, G., Luu, T. T., Nguyen, T. T., Du, T.,
& Le, L. P. (2022). Examining the effect of
entrepreneurial leadership on employees’
innovative behavior in SME hotels: A
mediated moderation model. International
Journal of Hospitality Management, 102,
103142.
28. Horwitz, I. B., Horwitz, S. K., Daram, P.,
Brandt, M. L., Charles Brunicardi, F., &
Awad, S. S. (2008). Transformational,
transactional, and passive-avoidant leadership
characteristics of a surgical resident cohort:
analysis using the multifactor leadership
questionnaire and implications for improving
surgical education curriculums. Journal of
Surgical Research, 148(1), 49-59.
29. Jorfi, H., & Branch, G. (2013). Surveying the
Relationship between Organizational
Innovation and Organizational Agility at
Ramin Power Station of Ahwaz. International
Journal of Management and Social Sciences
Research, 2(10), 83-88.
30. Jyoti, J., Pereira, V., & Kour, S. (2019).
Examining the impact of cultural intelligence
on knowledge sharing: role of moderating and
mediating variables. Understanding the role of
business analytics: Some applications, 169-
188.
31. Kamranfar, S., Damirchi, F., Pourvaziri, M.,
Abdunabi Xalikovich, P., Mahmoudkelayeh,
S., Moezzi, R., & Vadiee, A. (2023). A Partial
Least Squares Structural Equation Modelling
Analysis of the Primary Barriers to
Sustainable Construction in Iran. Sustaina-
bility, 15(18), 13762.
32. Karabulut, E., Gholizadeh, F., & Akhavan-
Tabatabaei, R. (2022). The value of adaptive
menu sizes in peer-to-peer platforms.
Transportation Research Part C: Emerging
Technologies, 145, 103948.
33. Karami, T., Talebi, M. A., & Sabzevari, P.
(2019). The impact of power sources and
bureaucrats-orientation in predicting burnout
(Case study: Employees of Shiraz Tax
Administration). Biannual Journal of Psycho-
logical Research in Management, 5(1), 48-77.
34. Kilag, O. K. T., Malbas, M. H., Nengasca, M.
K. S., Longakit, L. J. H., Celin, L. C., Pasigui,
R., & Valenzona, M. A. V. N. (2024).
Transformational Leadership and Educational
Innovation. European Journal of Higher
Education and Academic Advancement, 1(2),
103-109.
35. King, W. R. (2011). Knowledge sharing.
In Encyclopedia of Knowledge Management,
Second Edition (pp. 914-923). IGI Global.
36. Koh, S. (2002). Innovations in Standard
Classroom Instruction, Cataloging &
Classification Quarterly, 34 (3), 263-287.
37. Kremer, H., Villamor, I., & Aguinis, H.
(2019). Innovation leadership: Best-practice
recommendations for promoting employee
Parisa Khorashadi Moghaddam et al.
CO 4 (2), 505- 515 (2024)
514
creativity, voice, and knowledge
sharing. Business Horizons, 62(1), 65-74.
38. Linde, T. (2004). Transformational leadership
and its relationship with personality
preferences in South African organizations.
Short Dissertation submitted in partial
fulfilment of the requirements for the degree
Magister ComerceII, business Management,
Rand Afeikaans University.
39. Manteghi, M. (2005). Investigating
educational innovations in Iranian schools.
Journal of Educational Innovations, 4(2),35-5
7.
40. Messmann, G., & Mulder, R. H. (2011).
Innovative work behaviour in vocational
colleges: Understanding how and why
innovations are developed. Vocations and
Learning, 4, 63-84.
41. Messmann, G., Evers, A., & Kreijns, K.
(2022). The role of basic psychological needs
satisfaction in the relationship between
transformational leadership and innovative
work behavior. Human resource development
quarterly, 33(1), 29-45.
42. Mittal, S., & Dhar, R. L. (2015).
Transformational leadership and employee
creativity: mediating role of creative self-
efficacy and moderating role of knowledge
sharing. Management Decision, 53(5).
43. Norman, L. N., Dardashti, A. D., Zohoor, S.,
Graham, K. M., & Eslami, Z. R. (2024).
Teachers’ Views Toward the English as a
Lingua Franca Perspective: A Systematic
Review. International Journal of Society,
Culture & Language, 1-13.
44. Owrang O., M. M., Schwarz, G., & Horestani,
F. J. (2025). Prediction of Breast Cancer
Recurrence With Machine Learning. In M.
Khosrow-Pour, D.B.A. (Ed.), Encyclopedia of
Information Science and Technology, Sixth
Edition. Advance online publication. https://
doi.org/10.4018/978-1-6684-7366-5.ch061
45. Owusu-Agyeman, Y. (2021).
Transformational leadership and innovation in
higher education: A participative process
approach. International Journal of Leadership
in Education, 24(5), 694-716.
46. Qu, R., Janssen, O., & Shi, K. (2015).
Transformational leadership and follower
creativity: The mediating role of follower
relational identification and the moderating
role of leader creativity expectations. The
Leadership Quarterly, 26(2), 286-299.
47. Rafique, M. A., Hou, Y., Chudhery, M. A. Z.,
Waheed, M., Zia, T., & Chan, F. (2022).
Investigating the impact of pandemic job
stress and transformational leadership on
innovative work behavior: The mediating and
moderating role of knowledge sharing. Journal
of Innovation & Knowledge, 7(3), 100214.
48. Sabeti Karajvandani, MA., Abbasi, G.,
Amirtaheri, O., & Khishtandar, S. (2024). A
Hybrid Multi-criteria Decision-making and
Allocation Model for Selection of Hospital
Waste Disposal Firms. Journal of
Environmental Science and Technology, 1,
17–33. https://doi.org/10.30495/jest.2023.738
62.5873
49. Sadeghi, S., Marjani, T., Hassani, A., &
Moreno, J. (2022). Development of Optimal
Stock Portfolio Selection Model in the Tehran
Stock Exchange by Employing Markowitz
Mean-Semivariance Model. Journal of
Finance Issues, 20(1), 47-71.
50. Sanaei, F. (2024). How customers' satisfaction
change with the use of AR shopping
application: A conceptuall model. arXiv
preprint arXiv:2401.10953. https://doi.org/10.
48550/arXiv.2401.10953
51. Singh, M., & Sarkar, A. (2019). Role of
psychological empowerment in the
relationship between structural empowerment
and innovative behavior. Management
Research Review, 42(4), 521-538.
52. Su, W., Lyu, B., Chen, H., & Zhang, Y.
(2020). How does servant leadership influence
employees' service innovative behavior? The
roles of intrinsic motivation and identification
with the leader. Baltic Journal of
Management, 15(4), 571-586.
53. Sudibjo, N., & Prameswari, R. K. (2021). The
effects of knowledge sharing and person–
organization fit on the relationship between
transformational leadership on innovative
work behavior. Heliyon, 7(6), e07334.
54. Tehranian, K., Khorsand, M. S., Zarei, M.,
Arani, G. G., Banabari, H. G., & Sasani, F.
(2024) Unveiling the Impact of Social Media
Usage on Firm Performance: The Mediating
Parisa Khorashadi Moghaddam et al.
CO 4 (2), 505- 515 (2024)
515
Influence of Organizational Agility and
Innovation Capability, Tehnički glasnik, 18, 1-
9. doi:10.31803/tg-20230918233848
55. Toosi, G., & Ahmadi, M. M. (2023). Robust
process capability indices for multivariate
linear profiles. 2023 Systems and Information
Engineering Design Symposium (SIEDS),
Charlottesville, VA, USA, pp. 165-170, doi:
10.1109/SIEDS58326.2023.10137780
56. Vermeulen, M., Kreijns, K., & Evers, A. T.
(2022). Transformational leadership, leader–
member exchange and school learning
climate: Impact on teachers’ innovative
behaviour in the Netherlands. Educational
Management Administration & Leadership
, 50(3), 491-510.
57. Zandi, S., & Luhan, G. (2024). Exploring
Gaze Dynamics in Virtual Reality through
Multiscale Entropy Analysis. Sensors, 24(6),1
781. https://doi.org/10.3390/s24061781
58. Zarei, P., & Dobakhti, L. (2023). An
Exploration of Iranian Teachers' Professional
and Institutional Identities and their Enactment
of Critical Pedagogy. Teaching English Lang
uage, 1-25.
59. Zhang, X., Jinpeng, X., & Khan, F. (2020).
The influence of social media on employee’s
knowledge sharing motivation: a two-factor
theory perspective. Sage Open, 10(3), 215824
4020942495.
