LEADING FOR INNOVATION: THE ROLE OF ORGANIZATIONAL CULTURE IN EDUCATIONAL INSTITUTIONS

Abstract

Objective: This research aims to analyse the relationships between transformational leadership, knowledge sharing behaviour ,organisational culture, and curriculum innovation in Chinese universities and to explore the mediating effect of knowledge sharing and the moderating effect of organisational culture. Design/methodology: Quantitative research design was used, and the relationship between direct, mediating and moderating relationships were assessed using structural equation modelling (SEM). The samples consisted of 300 faculty members who were sampled by simple random sampling. Results: There is significant importance of transformational leadership on knowledge sharing behaviour and curriculum innovation. Knowledge-sharing behaviour plays a mediating role between transformational leadership and curriculum innovation and organizational culture positively moderates the relationship between knowledge sharing and curriculum innovation. Practical implications: University institutions need to deepen their transformational leadership, establish knowledge sharing mechanisms and build an environment of mutual respect within the institution so that the curriculum can be renewed and the quality of academics can be improved. Originality/value: This study contributes to the development of the field of curriculum innovation by bringing together three aspects of leadership, knowledge-sharing behaviour and organizational culture that have not been examined together in the past, while providing empirical evidence of the organizational mechanisms that support the process of innovation in higher education.