Document Type : Original Article
Authors
1 Instructor, Department of Management, University of Applied Sciences of Artistic culture of Drijeno Center, Farrukhshahr, Iran
2 Bachelor Student, Cultural Management, Comprehensive University of Applied Sciences, Artistic Culture of Drijeno Center, Farrukhshahr, Iran
Abstract
Purpose: This study aimed to examine the effect of knowledge-based leadership on innovative performance, with the mediating roles of knowledge sharing and work participation behaviors.
Methodology: The present research was applied in purpose and descriptive-correlational in data collection. The statistical population comprised all managers working in manufacturing companies in Chaharmahal and Bakhtiari Province (N=440). Using stratified random sampling proportional to size and based on Morgan’s table, a sample of 205 managers was selected. Data were collected using Donati and Di Pablos's (2015) knowledge-based leadership questionnaire, Ahmed et al.'s (2024) innovative performance questionnaire, Wang and Wang's (2012) knowledge sharing behavior questionnaire, and Schaufeli et al.'s (2002) work engagement questionnaire. The reliability of these instruments, assessed by Cronbach's alpha, was 0.86, 0.82, 0.92 and 0.91 respectively. Data analysis was conducted at both descriptive and inferential levels, employing structural equation modeling(SEM).
Findings: The results indicated that knowledge-based leadership had a positive, direct, and significant effect on innovative performance. Moreover, knowledge sharing and work participation behaviors served as mediating variables in this relationship.
Conclusion: The findings suggest a significant relationship between knowledge-based leadership and innovative performance among manufacturing companies in Chaharmahal and Bakhtiari Province. Furthermore, knowledge sharing and work participation behaviors can be considered key mediators in this relationship.
Value: Given the critical role of human resources in organizations, examining the factors influencing innovative performance is essential. Since the components of knowledge-based leadership align closely with the work environment of manufacturing companies, investigating this relationship is both necessary and highly valuable.
Keywords
- Knowledge-oriented leadership
- knowledge sharing behaviors
- work participation
- innovative performance of employees
Main Subjects
Agarwal, U. A., Datta, S., Blake-Beard, S., & Bhargava, S. (2012). Linking LMX, innovative work behaviour and turnover inten- tions: The mediating role of work engagement. Career Develop- ment International, 17(3), 208–230. https://doi.org/10.1108/13620431211241063.
Ahmed, T., Ajmal, M., & Haq, M. A. U. (2024). Knowledge-oriented leadership and innovative performance: Role of creative self-efficacy and organizational climate in the software industry of Pakistan. Knowledge and Learning, 17 (2), 119-138. https://doi.org/10.1504/IJKL.2024.137140
Almheiri, M. M. O., & Omar, R. (2022). Leadership Styles and com- petitive advantage: Does Employee Creativity mediate the rela- tionship. South Asian Journal of Social Sciences and Humanities, 3(1), 106–124. https://doi.org/10.48165/sajssh.2022.3108.
Alsaadi, T., Abuelhassan, A., Khalifa, G., Ameen, A., & Nusari, M. (2019). Empowering Leadership Predictors for Employees Cre- ativity. International Business Management, 13(3), 119–129. https://doi.org/10.3923/ibm.2019.119.129
Andreescu, V., & Vito, G. F. (2010). An exploratory study on ideal leadership behaviour: The opinions of american police manag- ers. police science & management, 12(4), 567–583. https://doi.org/10.1350/ijps.2010.12.4.207
Aryee, S., Walumbwa, F. O., Zhou, Q., & Hartnell, C. A. (2012). Transformational leadership, innovative behavior, and task per- formance: Test of mediation and moderation processes. Human Performance, 25(1), 1–25. https://doi.org/10.1080/08959285.2011.631648
Azeem, M., Ahmed, M., Haider, S., & Sajjad, M. (2021). Expanding competitive advantage through organizational culture, knowledge sharing and organizational innovation. Technology in Society, 66, 101635. https://doi.org/10.1016/j.techsoc.2021.101635
Babaee Farsani, M., Fathollahi, S., & Moradi, M. (2022). The Analysis of the Knowledge -Based Leadership Relationship, Knowledge Management Behavior and Innovation Performance (Case Study: Small and Medium Companies of Chaharmahal & Bakhtiari Province). Strategic Management of Organizational Knowledge, 5(1), 135-163. https://doi.org/10.47176/SMOK.2022.1394 [In Persian].
Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2017). The meaning, antecedents and outcomes of employee engagement: A narrative synthesis. Management Reviews, 19(1), 31–53. https://doi.org/10.1111/ijmr.12077.
Bakker, A. B., & Xanthopoulou, D. (2013). Creativity and charisma among female leaders: The role of resources and work engage- ment. Human Resource Manage- ment, 24(14), 2760–2779. https://doi.org/10.1080/09585192.2012.751438
Bakker, A. B., Schaufeli, W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: emerging concept in occupational health psychology. Work & Stress, 22(3), 187–200. https://doi.org/10.1080/02678370802393649
Bell, K., Dyer, G., Hoopes, C., & Harris, S. (2004). Toward a model of effective knowledge management and directions for future research: Culture, leadership, and CKOs. Lead- ership & Organizational Studies, 10(4), 26–43. https://doi.org/10.1177/107179190401000403
Bhatti, M. A., Mat, N., & Juhari, A. S. (2018). Effects of job resources factors on nurses job performance (mediating role of work engagement). health care quality assur- ance, 31(8), 1000–1013. https://doi.org/ 10.1108/IJHCQA-07-2017-0129.
Bhutto, T. A., Farooq, R., Talwar, S., Awan, U., & Dhir, A. (2021). Green inclusive leadership and green creativity in the tourism and hospitality sector: Serial mediation of green psychological climate and work engagement. Sustainable Tourism, 29(10), 1716–1737.https://doi.org/ 10.1080/09669582.2020.1867864
Birdi, K., Griffiths, K., Turgoose, C., Alsina, V., Andrei, D., Băban, A., Bayerl, P. S., Bisogni, F., Chirică, S., & Costanzo, P. (2021). Factors influencing cross-border knowledge sharing by police organisations: An integration of ten european case studies. Police Practice and Research, 22(1), 3–22. https://doi.org/10.1080/15614263.2020.1789462.
Charterina, J., Basterretxea, I., & Landeta, J. (2017). Collabora- tive relationships with customers: Generation and protection of innovations. Business & Industrial Marketing,32(5),733–741. https://doi.org/10.1108/JBIM-02-2017-0052.
Chughtai, M. S., & Khan, H. S. U. D. (2024). Knowledge oriented leadership and employees’ innovative performance: a moderated mediation model. Current Psychology, 43(4), 3426-3439. https://doi.org/10.1007/s12144 023 04502 7
Chughtai, M. S., & Rizvi, S. T. H. (2019). High Performance Work Practices and Employee’s outcomes: Organization based Self- Esteem and Perceived Organizational Support as Mediator and positive Psychological Capital as Moderator. NICE Research Journal, 12(2), 60–91. https://doi.org/10.51239/nrjss.v0i0.122.
Chughtai, M. S., Mushtaque, I., Waqas, H., Raza, H., & Angulo- Cabanillas, L. (2022). Knowledge hiding behaviors as moderator between machiavellianism, professional envy and research pro- ductivity: Empirical evidence from emerging economy. Learning, 14(4), 510–535. https://doi.org/10.34105/j.kmel.2022.14.026
Demerouti, E., Bakker, A. B., & Gevers, J. M. (2015). Job crafting and extra-role behavior: The role of work engagement and flourish- ing. Vocational Behavior, 91, 87–96. https://doi.org/10.1016/j.jvb.2015.09.001
Donate, M. J., & de Pablo, J. D. S. (2015). The role of knowledge-ori- ented leadership in knowledge management practices and innova- tion. Business Research, 68(2), 360–370. https://doi.org/10.1016/j.jbusres.2014.06.022
Gharama, A. N. A., Khalifa, G. S., & Al-Shibami, A. H. (2020). UAE police administrative employee innovative behavior: The integra- tion of knowledge sharing and leadership. Psychosocial Rehabilitation, 24(3), 1930–1948. https://doi.org/10.37200/IJPR/V24I3/PR200941
Hamid, N., Munizu, M & Mardiana, R. (2024). The impact of knowledge-oriented leadership on innovation performance with e-based knowledge management system as mediating variable.International of Data and Network Science, 8(1), 557-568. https://doi.org/10.5267/j.ijdns.2023.9.001
Halawi, L. A., Aronson, J. E., & McCarthy, R. V. (2005). Resource- based view of knowledge management for competitive advan- tage. knowledge management, 3(2), 75. https://doi.org/10.1108/09696470610667751
Ho, C. T. (2009). The relationship between knowledge management enablers and performance. Industrial Management & Data Sys- tems, 109(1), 98–117. https://doi.org/10.1108/02635570910926618
Homayounfar, M. & Arasteh, A. (2024). The Role of Knowledge-Based Leadership in the Innovative Performance of Public Sector. Knowledge Retrieval and Semantic Systems, 11(38), 117-146. https://doi.org/10.22054/jks.2022.60867.1439 [In Persian]
Hu, B., & Zhao, Y. (2016). Creative self-efficacy mediates the rela- tionship between knowledge sharing and employee innovation. Social Behavior and Personality: an international journal, 44(5), 815–826. https://doi.org/10.2224/sbp.2016.44.5.815
Huynh, J. Y., Xanthopoulou, D., & Winefield, A. H. (2014). The job demands-resources model in emergency service volunteers: Examining the mediating roles of exhaustion, work engage ment and organizational connectedness. Work & Stress, 28(3), 305–322. https://doi.org/10.1080/02678373.2014.936922
Khaola, P. (2019). Fostering creativity and innovation though leader- ship and affective commitment: The moderated mediation analy- sis. African Journal of Hospitality Tourism and Leisure, 8(4), 1–12. https://www.academia.edu/download/84381919/article_3_special_edition_cut_2019-libre.pdf?expired_redirect=true
Kim, S., & Lee, H. (2006). The impact of rganizational context and information technology on employee knowledge-sharing capa-bilities. Public Administration Review, 66(3), 370–385. https://doi.org/10.1111/j.1540-6210.2006.00595.x
Kuo, Y. K., Kuo, T. H., & Ho, L. A. (2014). Enabling innovative abil- ity: Knowledge sharing as a mediator. Industrial Management & Data Systems, 114(5), 696–710. https://doi.org/10.1108/IMDS-10-2013-0434
Latif, K. F., Afzal, O., Saqib, A., Sahibzada, U. F., & Alam, W. (2020). Direct and configurational paths of knowledge-oriented leader- ship, entrepreneurial orientation, and knowledge management processes to project success. Intellectual Capital, 22(1), 149–170. https://doi.org/10.1108/JIC-09-2019-0228
Li, M., Khan, H. S., Chughtai, M. S., & Le, T. T. (2022). Innovation onset: A moderated mediation model of high-involvement work practices and employees’ innovative work behavior. Psychology Research and Behavior Management, 15(1), 471–490. https://doi. org/10.2147/PRBM.S340326
Liguori, E. W., Bendickson, J. S., & McDowell, W. C. (2018). Revis- iting entrepreneurial intentions: A social cognitive career theory approach. International Entrepreneurship and Management, 14(1), 67–78. https://doi.org/10.1007/s11365-017-0462-7
Lim, S. E. (2021). Knowledge sharing in hospitality organizations: A meta-analysis. Hospitality Management, 95(4), 102940. https://doi.org/10.1016/j.ijhm.2021.102940
Lin, H. F. (2007). Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions. Information Science, 33(2), 135–149. https://doi.org/10.1177/0165551506068174
Ma, Z., Khan, H. S., Chughtai, M. S., Li, M., Ge, B., & Qadri, S. U. (2023). A review of Supervisor–Subordinate Guanxi: Current Trends and Future Research. Sustainability, 15(1), 795. https://doi.org/10.3390/su15010795
Manzoor, A., Zhang, B., & Ma, H. (2023). Knowledge-Oriented Leadership in Powering Team Performance and Sustainable Competitive Advantages through Innovation: Evidence from Higher Education Institutions. Sustainability, 15(20), 14715. https://doi.org/10.3390/su152014715
Mehmood, M. S., Jian, Z., Akram, U., Akram, Z., & Tanveer, Y. (2021). Entrepreneurial leadership and team creativity: the roles of team psychological safety and knowledge sharing. Personnel Review, ahead-of-print(ahead-of-print),51(9), 2404-2425.https://doi.org/10.1108/PR-07-2020-0517
Michael, L. H., Hou, S. T., & Fan, H. L. (2011). Creative self-efficacy and innovative behavior in a service setting: Optimism as a mod- erator. Creative Behavior, 45(4), 258–272. https://doi.org/10.1002/j.2162-6057.2011.tb01430.x
Naqshbandi, M. M., & Tabche, I. (2018). The interplay of leadership, absorptive capacity, and organizational learning culture in open innovation: Testing a moderated mediation model. Technological Forecasting and Social Change, 133, 156–167. https://doi.org/10.1016/j.techfore.2018.03.017
Newman, A., Neesham, C., Manville, G., & Tse, H. H. (2018). Exam- ining the influence of servant and entrepreneurial leadership on the work outcomes of employees in social enterprises. Human Resource Management, 29(20), 2905-2926. https://doi.org/10.1080/09585192.2017.1359792
Nadi, M. A., Haghshenas, Z., & Khorsandi, E. (2022). The Role of Knowledge-oriented Leadership in Knowledge Management Practices and Innovation. Educational and Scholastic studies, 11(3), 266-241.dor: 20.1001.1.2423494.1401.11.3.9.5 [In Persian].
Nguyen, T. M., Siri, N. S., & Malik, A. (2021). Multilevel influences on individual knowledge sharing behaviours: The moderating effects of knowledge sharing opportunity and collectivism. Knowledge Management, 26(1), 70–87. https://doi.org/10.1108/JKM-01-2021-0009
Nohekhan, P. (2022). The effect of knowledge-based leadership on innovation performance with regard to the role of knowledge management behavior. Journal of New Research Approaches in Management and Accounting ,7(28) 771-790. https://www.majournal.ir/index.php/ma/article/view/1912 [In Persian]
Orgambídez, A., & Almeida, H. (2020). Supervisor support and affec- tive organizational commitment: The mediator role of work engagement. Western Journal of Nursing Research, 42(3), 187–193. https://doi.org/10.1177/0193945919852426
Ozyilmaz, A., Erdogan, B., & Karaeminogullari, A. (2018). Trust in organization as a moderator of the relationship between self-effi- cacy and workplace outcomes: A social cognitive theory‐based examination. Occupational and Organizational Psy-chology, 91(1), 181–204. https://doi.org/10.1111/joop.12189
Park, N. K., Jang, W., Thomas, E. L., & Smith, J. (2021). How to organize creative and innovative teams: Creative self-efficacy and innovative team performance. Creativity Research Journal, 33(2), 168–179. https://doi.org/10.1080/10400419.2020.1842010
Rego, P., Lopes, M. P., & Nascimento, J. L. (2016). Authentic leader- ship and organizational commitment: The mediating role of posi- tive psychological capital. Industrial Engineering and Management (JIEM), 9(1), 129–151. https://doi.org/10.3926/jiem.1540
Ritala, P., Olander, H., Michailova, S., & Husted, K. (2015). Knowl- edge sharing, knowledge leaking and relative innovation perfor- mance: An empirical study. Technovation, 35, 22–31. https://doi.org/10.1016/j.technovation.2014.07.011
Rooh Bakhshian, S. ,& Derlik, M. (2022). The impact of knowledge-based leadership on open innovation through the mediating role of absorption capacity . New Research Approaches in Management and Accounting , 6(20) 1427-1440. https://www.majournal.ir/index.php/ma/article/view/1357 [In Persian]
Sahibzada, U.F., Janjua, N.A., Muavia, M. and Aamir, S. (2024), "Knowledge-oriented leadership and organizational performance: modelling the mediating role of service innovation, knowledge sharing quality". Organizational Effectiveness: People and Performance, 11 (1), 69-89. https://doi.org/10.1108/JOEPP-10-2022-0296
Sahibzada, U. F., Jianfeng, C., Latif, K. F., Shafait, Z., & Sahibzada, H. F. (2022). Interpreting the impact of knowledge management processes on organizational performance in Chinese higher edu- cation: Mediating role of knowledge worker productivity. Studies in Higher Education, 47(4), 713–730. https://doi.org/10.1080/03075079.2020.1793930
Sahibzada, U. F., Latif, K. F., & Xu, Y. (2021). Symmetric and asym- metric modeling of knowledge management enablers to knowl- edge management processes and knowledge worker productivity in higher education institutes. Enterprise Information Management, 35(3), 729–756. https://doi.org/10.1108/JEIM-08-2020-0346
Salanova, M., & Schaufeli, W. B. (2008). A cross-national study of work engagement as a mediator between job resources and pro- active behaviour. Human Resource Management, 19(1), 116–131. https://doi.org/10.1080/09585190701763982
Santos, A., Chambel, M. J., & Castanheira, F. (2016). Relational job characteristics and nurses’ affective organizational commitment: The mediating role of work engagement. advanced nursing, 72(2), 294–305. https://doi.org/10.1111/jan.12834
Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measure- ment of work engagement with a short questionnaire: A cross- national study. Educational and psychological measurement, 66(4), 701–716. https://doi.org/10.1177/0013164405282471
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Happi- ness Studies, 3(1), 71–92. https://doi.org/10.1023/A:1015630930326
Shamim, S., Cang, S., & Yu, H. (2019). Impact of knowledge ori- ented leadership on knowledge management behaviour through employee work attitudes. Human Resource Management, 30(16), 2387–2417. https://doi.org/10.1080/09585192.2017.1323772
Shariq, S. M., Mukhtar, U., & Anwar, S. (2018). Mediating and mod- erating impact of goal orientation and emotional intelligence on the relationship of knowledge oriented leadership and knowledge sharing. Knowledge Management, 23(2), 332–350. https://doi.org/10.1108/JKM-01-2018-0033
Toyama, H., & Mauno, S. (2017). Associations of trait emotional intel- ligence with social support, work engagement, and creativity in japanese eldercare nurses. Japanese Psychological Research, 59(1), 14–25. https://doi.org/10.1111/jpr.12139
Vaccaro, I. G., Jansen, J. J., Van Den Bosch, F. A., & Volberda, H.W. (2012). Management innovation and leadership: The moderat- ing role of organizational size. Management Studies, 49(1), 28–51. https://doi.org/10.1111/j.1467-6486.2010.00976.x
Van Dierendonck, D., Stam, D., Boersma, P., De Windt, N., & Alkema,J. (2014). Same difference? Exploring the differential mecha nisms linking servant leadership and transformational leadership follower outcomes. Leadership Quarterly,25(3), 544–562. https://doi.org/10.1016/j.leaqua.2013.11.014
Wahyono, W. (2020). The mediating effects of product innovation in relation between knowledge management and competitive advan- tage. Management Development, 39(1), 18–30. https://doi.org/10.1108/JMD-11-2018-0331
Wang, S., & Noe, R. A. (2010). Knowledge sharing: A review and directions for future research. Human Resource Management Review, 20(2), 115–131. https://doi.org/10.1016/j.hrmr.2009.10.001
Williams, P., & Sullivan, H. (2011). Lessons in leadership for learn- ing and knowledge management in multi-organisational settings. Leadership in Public Services, 7(1), 6–20. https://doi.org/10.5042/ijlps.2011.0089
Yang, Z., Nguyen, V. T., & Le, P. B. (2018). Knowledge sharing serves as a mediator between collaborative culture and innovation capa- bility: An empirical research. Business & Industrial Marketing, 33(7), 958–969. https://doi.org/10.1108/JBIM-10-2017-0245
Yordanova, J., Kolev, V., Verleger, R., Bataghva, Z., Born, J., & Wag- ner, U. (2008). Shifting from implicit to explicit knowledge: Dif- ferent roles of early-and late-night sleep. Learning & Memory, 15(7), 508–515. https://doi.org/10.1101/lm.897908
Zaghloul, F., & Partridge, J. (2022). Enabling Policing to Be Better: Lessons from Two Case Studies in Police Collaboration.Policing: Policy and Practice,16(4) 777–793. https://doi.org/10.1093/polis/paac018
)