Abstract:

The effect of transformational leadership on the formation of social capital as an organizational source and the mediation role of lead-member interaction in this effect is intended to be revealed on the basis of the theory of social change. Method - The data obtained as a result of field work with the survey method is used for hypothesis tests. In the analysis of the data obtained from a total of 504 participants, linear regression and bootstrap mediation tests were used. The findings - The findings found that, by supporting the established hypotheses, transformative leadership affects the social capital and transformative leadership affects the social capital, leadership-member interaction plays a partial instrumental role. Discussions - This study argues that it is an alternative power that affects important concepts such as social capital and lead-member interaction by emphasizing the relative aspect of transformative leadership. Followers perceive transformative leaders as reliable and supporting. This perception creates a sense of psychological comfort and safety, which allows followers to better adapt to the organization. Thus, the followers, in the framework of the shared vision, work in cooperation to the common goals set by the leader, becoming a social entity compatible with the other followers. This harmonious and shared leadership, working in cooperation, leads to a strong social capital structure, leading to positive social changes, such as knowledge.

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