Tác động của phong cách lãnh đạo đích thực và phong cách lãnh đạo chuyển đổi đến hành vi đổi mới sáng tạo: vai trò của chia sẻ tri thức

The rapidly evolving landscape of higher education, particularly in Vietnam, necessitates a strong focus on fostering innovation and effective knowledge transfer. In such dynamic environments, **innovative work behaviour** is crucial for institutional competitiveness and adapting to new demands. This behavior is often influenced by leadership styles and the willingness of individuals to engage in **knowledge sharing behavior**. Understanding these dynamics is vital for educational success. This study investigates the impact of **authentic leadership** and **transformational leadership** on **innovative work behaviour** within the Vietnamese higher education sector, exploring the mediating role of **knowledge sharing behavior**.

Higher education managers, university administrators, policymakers in education, academic researchers, and lecturers interested in leadership, innovation, and knowledge management.

This research delves into the intricate relationships between leadership styles, knowledge sharing, and innovation within the Vietnamese higher education landscape. Specifically, it examines how **authentic leadership** and **transformational leadership** influence lecturers' **innovative work behaviour**, with a particular focus on the mediating role of **knowledge sharing behavior**. The study highlights the increasing importance of these elements for enhancing educational quality and institutional competitiveness in a rapidly changing environment. Utilizing a mixed-methods approach, the study first employed one-to-one interviews to refine its measurement scales for the Vietnamese higher education context. Subsequently, data was collected from 302 lecturers working at non-public universities in Ho Chi Minh City. Statistical analysis, including scale testing and structural equation modeling (SEM), was used to evaluate the proposed hypotheses. The findings reveal that both **transformational leadership** and **authentic leadership** significantly and positively impact **knowledge sharing behavior** among lecturers. Furthermore, the study confirms a positive relationship between **authentic leadership** and **innovative work behaviour**, as well as between **knowledge sharing behavior** and **innovation work behaviour**. Interestingly, the research found that **authentic leadership** did not have a direct effect on **innovative work behaviour** in this specific non-Western educational setting, suggesting that its influence is primarily indirect, channeled through knowledge sharing. These insights provide a valuable basis for higher education managers to develop targeted strategies aimed at fostering an environment conducive to improved **knowledge sharing behavior** and, consequently, greater **innovative work behaviour** among academic staff.