This study explores the interplay between transformational leadership (TFL) and transactional leadership (TSL) on employee performance (EMP), with specific focus on knowledge sharing (KNS) as a mediating factor. Data were collected from 200 employees through a survey questionnaire, and the research hypotheses were investigated using Partial Least Squares Structural Equation Modeling (PLS-SEM) algorithm and bootstrapping method. The findings indicate that TFL and TSL are positively related to EMP. However, KNS’s intervention in TFL and EMP is higher than in TSL and EMP. Additionally, transformational leadership is more effective in fostering knowledge-sharing behaviors than transactional leadership, reinforcing its role in driving knowledge-based performance improvements. The study underscores the critical role of knowledge sharing in leadership and employee task performance and innovation work behavior. This study contributes to the broader discourse on leadership effectiveness and employee performance in the higher educational sector.
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