Knowledge sharing is considered as one of the main processes that assure the effective transition of experiences and knowledge among the employees at any organization. However, many factors affect knowledge sharing and contribute on changing the required climate for it. This study aimed at examining the relationship between strategic leadership, leadership styles and knowledge sharing in the Electric Power Sector in Jordan. In order to answer the study questions, a questionnaire was developed and distributed to a sample of (345) employees in the Electric Power Sector in Jordan with different position, gender, experience, departments, age and number of employees they supervise. The questionnaire composed of three fields (strategic leadership, leadership styles (transformational, transactional, autocratic and laissez-faire) and knowledge sharing).

The results of the study revealed that the level of strategic leadership in the Electric Power Sector in Jordan was in a medium level, while the level of knowledge sharing was high. The results showed also that transformational and transactional leadership styles were the dominant leadership styles in the Electric Power Sector in Jordan unlike autocratic and laissez-faire leadership styles. Moreover, there was a positive relationship between the strategic leadership and knowledge sharing, between transformational leadership and knowledge sharing and between the transactional leadership and the knowledge sharing in the Electric Power Sector in Jordan. However, the results indicated that there was no statistically significant relationship between the autocratic leadership and knowledge sharing and a statistically significant negative inverse relationship between laissez faire leadership and knowledge sharing in the Electric Power Sector in Jordan.