在知識經濟時代，員工的知識分享行為是決定團隊效能的關鍵因素，因此組織開始試圖透過轉換型領導增進團隊凝聚力，強化員工的們知識分享行為，故本研究欲檢驗團隊領導者的轉換型領導對團隊凝聚力與員工知識分享行為的影響，同時檢驗團隊凝聚力在轉換型領導與員工知識分享行為兩者關係間的中介角色。本研究利用問卷方式，收集125位行動裝置門市店長及其所屬586名員工之資料後，進行後續分析。層級迴歸分析結果發現，轉換型領導對團隊凝聚力與員工知識分享行為具有顯著正向影響，團隊凝聚力對員工知識分享行為亦有顯著正向影響。此外，團隊凝聚力在轉換型領導與員工知識分享行為間，則有顯著的中介效果。根據上述研究結果，我們提出討論、實務意涵與未來研究建議。 In the knowledge-based economy, employees’ knowledge sharing behavior has been viewed one critical factor to team effectiveness.Management has thus been in the ways to enahce team cohensiveness and employees’ knowledge sharing behavior via transformational leaderhip. The purposes of the study are to examine the influences of transformational leaderhip on team cohensiveness and employees’ knowledge sharing behavior as well as the mediating role of team cohensiveness between transformational leaderhip and employees’ knowledge sharing behavior. We collected data from 125 managrs and 586 employes in mobile device stores, and then conducted subsequent analyses. The results of hierarchical regression analysis showed that transformational leaderhip had positive effects on team cohensiveness and team cohensiveness. Team cohensiveness also had a positive effect on employees’ knowledge sharing behavior. In addition, the relationship between transformational leaderhip and employees’ knowledge sharing behavior was mediated by team cohensiveness. We discuss implications of these findings, limitations, and directions for future research.