Knowledge-oriented leadership and organizational performance: modelling the mediating role of service innovation, knowledge sharing quality

Abstract

Purpose The purpose of this study is to examine the link between knowledge-oriented leadership (KOL) and organizational performance (OP) at Higher Education Institutions (HEIs) both directly and indirectly through service innovation and knowledge-sharing quality. Design/methodology/approach This research used Smart PLS 4.0 to model structural equations using a sample comprising 237 academic staff from HEIs in China. Findings According to the study data, KOL has a negligible direct influence on organizational performance. The link between KOL and OP, on the other hand, is entirely mediated by the quality of knowledge sharing quality and service innovation. Practical implications The study results validate universities' experience with KOL and propose ways for academics at higher education institutions to prioritize the quality of knowledge sharing and service innovation, which in turn helps organizations function better in a volatile environment. Originality/value Despite the growing relevance of knowledge-oriented leadership in higher education, little research has been conducted to examine the mediating impact of numerous factors in the link between KOL and OP. The present research examines the link between knowledge-oriented leadership, the quality of knowledge sharing, service innovation and the performance of higher education institutions. The current study scientifically investigates the link between KOL and OP and offers insight into the existing literature by examining the mediating role of KSQ and SI.

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