Abstract

Purpose: The purpose of this study is to examine the relationship between transformational leadership (TL), knowledge sharing, and innovative behavior, and to empirically analyze the moderating effect of job crafting on each of these relationships. Research design, data and methodology: For this purpose, a survey was conducted with 320 franchise academy instructors from February 5 to March 20, 2024, using both online and offline methods. The collected data were analyzed using multiple regression analysis with SPSS 29.0. Results: The conclusions derived from this study are as follows. First, higher levels of transformational leadership (TL) are associated with increased knowledge sharing. Second, higher levels of transformational leadership (TL) lead to enhanced innovative behavior. Third, regarding the moderating effect of job crafting on the relationship between transformational leadership, knowledge sharing, and innovative behavior, it was found that employees with lower levels of job crafting experience a stronger interaction effect between transformational leadership and job crafting than those with higher levels. Conclusions: This study contributes academically by expanding the scope of organizational behavior research and offers practical insights into effective human resource management strategies in the education service sector. Additionally, it highlights the importance of fostering collaboration and autonomous job improvement within organizations as key drivers of performance, providing practical implications for developing relevant strategies and programs.