The purpose of this present study was to examine the relative effects of transactional leadership and transformational leadership on each construction surface of knowledge sharing (sharing individual knowledge, sharing study opportunity, and promotion study motive). The research focuses on the salespeople of the electronic spare part industries in Taiwan. 700 questionnaires were distributed by post mail or devised by this researcher, 423 questionnaires were recycled, 105 questionnaires were invalid and 318 effective ones returned, resulting in an approximate response rate of 75.2 percent. According to analysis results, the relative effect of transformational leadership was stronger than transactional leadership on each construction surface of knowledge sharing (sharing individual knowledge, sharing study opportunity, and promotion study motive).