The impact of leadership on trust, knowledge management, and organizational performance

Abstract

Purpose The purpose of this paper is to build a research model that examines the impact of leadership on trust, knowledge management and organizational performance. Design/methodology/approach An instrument containing six constructs (leadership: leading organization; leadership: leading people; leadership: leading self, trust, knowledge management and organizational performance) was designed and administered to subjects from all levels of management in various organizations in nine regions of the USA. Collected data were analyzed using partial least squares path modeling to test the hypotheses. Findings The study’s findings revealed positive and significant linear connection among leadership (leading organization, leading people and leading self), trust, knowledge management and organizational performance. Practical implications The findings imply that effective leadership (leading organization, leading people and leading self) contributes to elevated trust among people, promotes the successful implementation of knowledge management processes, and in turn enhances organizational performance. Therefore, leadership training and development must be a top strategic priority for any organization. Originality/value This study enriches the literature by demonstrating that effective leadership stands as the bedrock of the elevated trust, the successful knowledge management processes and the enhanced organizational performance.

Investigating Japanese Business Affiliates’ Cross-Border Knowledge Transfer In Northern Malaysia

“…From the research results, the respondents concurred that the managers encourage employees to ask questions when they have things that they do not understand, articulate information and data across the organization, and express enthralling and captivating vision, and strategies so that employees take part in cross-border knowledge transfer. When managers and leaders are very encouraging to their subordinates in terms of exchanging information, it reduces the psychological barriers that prevent them from approaching their Japanese counterpart (Koohang et al, 2017). This allows a working environment that is open and flexible where people can teach and learn freely.…”

“…According to Taka and Foglia (1994), Japanese business affiliates' management leadership style such as self-realization, appreciation of diverse abilities and trust in others play crucial role in fostering strong learning intention. Likewise, Koohang et al (2017) study found that effective leadership styles can bring out the engagement and enthusiasm in employees to learn. Therefore, leadership style has been studied as another aspect of knowledge context to determine if it positively affects the effectiveness of Japanese business affiliates' cross-border knowledge transfer in Malaysia.…”

“…This puts managers and employees (some of whom are expatriates) in the spotlight because they are the facilitators of information (Reiche et al, 2017) and their organizational practices contribute to a unique organizational culture that could affect the effectiveness of knowledge transfer. Managers also act as a bridge between employees because if they lead their subordinates well, trust will be established and the involved parties are more likely to share and/or acquire information and knowledge (Higuchi & Yamanaka, 2017;Koohang et al, 2017). As Japanese organizational culture is shaped by the very strong rituals present in Japanese management styles (Elvin & Johansson, 2017;Jakonis, 2009;Yusof & Othman, 2016), they do not really fit into any of the existing types of organizational cultures.…”

Determinants of Technological and Innovation Performance of the Nepalese Cellular Telecommunications Industry from the Customers’ Perspective

“…Organizational performance shows the development and progress of an organization [45]. The analysis of organizational success is one of the most investigated variables.…”

Impact of Knowledge Oriented Leadership on Knowledge Management Processes in the Middle Eastern Audit and Consulting Companies

“…Knowledge management can be defined as the purposeful and systematic management of processes, methods, and tools, making full use of the organisation's knowledge potential to form goals, make efficient decisions, create and implement the uniqueness and value of the organization. Scientists, when examining the process approach to knowledge management, distinguish between different combinations of knowledge management processes (Wiig, 1993;Meyer & Zack, 1996;Mcelroy, 1999;Probst, Raub, & Romhardt, 2000;Rollett, 2003;Becerra-Fernandez, Gonzalez, & Sabherwal, 2004;Lin & Lee, 2005;Franco & Mariano, 2007;Supyuenyong, Islam, & Kulkarni, 2009;Sun, 2010;Dalkir, 2011;O'Dell & Hubert, 2011;Pinho, Rego, & Pina e Cunha, 2012;Rusly, Corner, & Sun, 2012;Wee & Chua, 2013;Agarwal & Islam, 2014;Bigliardi, Galati, & Petroni, 2014;Obeidat, Masa' deh, & Abdallah, 2014;Ranjbarfard, Aghdasi, López-Sáez, & López, 2014;Chang & Lin, 2015;Hegazy & Ghorab, 2015;García-Fernández, 2015;Tubigi & Alshawi, 2015;Wahba, 2015;Costa & Monteiro, 2016;Hwang, 2016;Kianto, Vanhala, & Heilmann, 2016;Nowacki & Bachnik, 2016;Acar, Tarim, H. Zaim, S. Zaim, & Delen, 2017;Bican, Guderian, & Ringbeck, 2017;Chhim, Somers, & Chinnam, 2017;Koohang, Paliszkiewicz, & Goluchowski, 2017;Yusr, Mokhtar, Othman, & Sulaiman, 2017;Dzenopoljac...…”