Effect Of Transformational Leadership On Employees Innovativeness In Health Training Institutions In Ashanti Region: The Role Of Knowledge Sharing

Abstract

Health Training Institutions in Ghana are crucial for producing competent healthcare professionals, but bureaucratic procedures often delay employee suggestions due to delayed implementation. Studies on employee innovativeness, emphasizing human-development resources, have largely focused on education, while individual-level innovation has received less attention in recent years. Identifying the mediating role of knowledge sharing in the relationship between employee inoovativeness and transformational leadership in Health Training Institutions in Ashanti Region was the focus of this study. All public Health Training Institutions in the Ashanti Region were the institutions considerd for this study. An approach to analysis with a causal design of research were adopted for the study. Teaching staffs in these institututions were the study participants with a total sample size of 248 but a retrieved form totalling 244 from which analysis was carried out in SPSS version 22. It was found that, transformational leadership positively affect employee innovativeness. Also, transformational leadership positively affect knowledge sharing. Employee innovativeness is positively impacted by knowledge sharing. As a result, knowledge sharing was found to partially mediate the relationship between transformational leadership and employee innovtiveness. It was recommended that, Management of Health Training Institutions in the Ashanti Region and Ghana in general should put in place schemes that supports employees continuous learning which horns their innovation inclination. Organizations should use the power of information sharing to spur innovation and maintain competitiveness in a business environment that is rapidly changing by acting on these findings