Examining the Moderating Role of Digital Knowledge-Sharing Capability on the Relationship between Transformational Leadership and Organisational Performance among Hybrid-Working Employees in the Delhi-NCR IT Sector

Transformational leadership, Digital knowledge-sharing capability, Organisational performance, Hybrid work

The objective of present study is to investigate the moderating role of digital knowledge sharing capability on the relationship between transformational leadership and organisational performance of employees working in hybrid mode. Transformational leadership is generally accepted to be a significant predictor of organisational performance. However, the intervening role of knowledge sharing capability has been explored limitedly in the extant literature, with no specific attention to the context of hybrid working arrangements in India’s information technology (IT) industry. The theories used to support the study are Transformational Leadership Theory, Social Exchange Theory, and Dynamic Capabilities Theory. It develops a moderation model where digital knowledge sharing capability reinforces the influence of transformational leadership on organisational performance. To generate insights into the relationships specified in the model, this study employs PLS-SEM analysis of quantitative data collected from a conveniently sampled group of 220 hybrid-schedule employees of Delhi-NCR’s IT organisations. A five-point Likert-scaled questionnaire is used to collect the data. The results confirm that there is a strong, statistically significant, positive direct effect of Transformational Leadership on organisational performance, and that digital knowledge-sharing capability significantly moderates this relationship, such that the effect of transformational leadership on organisational performance strengthens as digital knowledge-sharing capability increases. Both hypothesised relationships were supported. The study contributes to leadership and knowledge management theory by repositioning digital knowledge-sharing capability as a boundary condition rather than a transmission mechanism. It offers practical guidance for IT organisations seeking to sustain performance through complementary investment in leadership development and digital knowledge infrastructure under hybrid work arrangements.