Objective - This study investigates the impact of Transformational Leadership (TL) on Organizational Infrastructure Resources; Knowledge Sharing (KS), Human Resource Management (HRM) and Top Management Commitment (TMC) in Malaysian construction organizations. Grounded in the Contingency Theory, this research posits that TL is strategic in nature by assisting in aligning internal capabilities to performance goals within a project-driven environment.

Methodology/Technique - Using a survey method, this study obtained usable responses to investigate the extent to which these variables affect performance, using Partial Least Squares-Structural Equation Model (PLS-SEM) analysis.

Findings - The results of the empirical study reveal that TL has a significant positive influence on all three KS dimensions (KS among projects, KS within projects, and KS within organizations), HRM, and TMC. These results highlight the importance of TL for knowledge-oriented collaboration, the intensification of HR practices, and the strengthening of executive alignment.

Novelty - The research adds to the leadership and construction management literature by presenting the significant empirical proof of organizing TL into the organization's infrastructure. Practical implications argue for the institutionalization of TL-based leadership development and its inclusion in HRM and strategic governance practices to enhance organizational performance in construction firms.

Type of Paper - Empirical

Keywords: Transformational Leadership; Knowledge Sharing; Human Resource Management; Top Management Commitment; Construction Industry; Malaysia.

JEL Classification: L00, L25, L74.

URI: https://gatrenterprise.com/GATRJournals/JMMR/vol10.4_2.html

DOI: https://doi.org/10.35609/jmmr.2025.10.4(2)

Pages 124 – 135