The influence of leadership on nonlinear intelligence, knowledge management, and organisational learning: a conceptual model

This paper proposes a conceptual model that delves into the nuanced relationship between leadership, nonlinear intelligence, knowledge management, and organisational learning. Drawing upon theoretical frameworks from complexity theory, social capital theory, and organisational learning theories, the paper meticulously examines how various leadership styles and practices exert influence on nonlinear thinking, knowledge sharing, and learning processes within organisations. By integrating these elements, the conceptual model offers valuable insights into how effective leadership can cultivate an environment conducive to innovation, adaptability, and sustained organisational growth. This study contributes to advancing theoretical understanding and provides practical implications for leaders and organisations seeking to enhance their competitive edge in today's dynamic business landscape.