Is transformational leadership always good for innovation? The moderating effect of transformational leadership on the personality–innovativeness link through knowledge sharing

Abstract

Purpose Based on the model of Big-Five personality traits and theories of person–environment interaction, this study aims to investigate the moderating effects of personality traits on innovativeness through knowledge sharing (KS). Design/methodology/approach A sample of 318 Vietnamese employees was collected. The hypothesized model was tested by using partial least squares structural equation modelling. Findings The results indicate that extraversion, agreeableness, conscientiousness and openness to experience have relationships with innovativeness through the mediating effect of KS. Furthermore, transformational leadership (TL) mitigates the positive relationship between agreeableness and openness to experience and innovativeness. Practical implications Based on the research results, the authors suggest several practical implications for enhancing employees' innovative organizational behaviours. Transformational leaders should be aware of and control the relationships with employees high in agreeableness and open to experience to ensure that employees' innovativeness can be freely developed. Originality/value This research systematically investigates the effect of each personality on employees' innovativeness. Furthermore, this study contributes to the leadership literature by suggesting the dark side of TL that can negatively influence the innovative ability of employees with certain personality traits.