Knowledge creation and sharing require a sincere atmosphere, open and close interactions, trust in colleagues’ goodwill, and a motivating environment. This research was conducted with the aim of “meta-analyzing studies on transformational leadership and knowledge management in organizations.” The method of this research was a quantitative meta-analysis with a correlational approach, and the statistical population included relevant research documents on the relationship between transformational leadership and knowledge management in Iran. The sample consisted of 26 research documents selected through purposive and judgmental sampling. Data analysis was performed using CMA software based on the correlation method. The results showed that the mean random effect size of the relationship between transformational leadership and knowledge management across the 26 studies was 0.513, explaining 25% of the variance in knowledge management. The moderation analysis results indicated that the strength of the relationship between transformational leadership and knowledge management increases over time; this relationship is stronger in military and service organizations compared to other organizations, higher among teachers than other occupational groups, and its intensity is greater in peripheral regions than in central regions of the country. Transformational leaders primarily focus on real problems and issues within organizations, provide new criteria for action, create a different perception of work, and guide the actions and behaviors of their followers toward achieving organizational goals.