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Impact of Leadership and Uniqueness on Knowledge Management: A Case of Software Organizations in Peshawar

Author

Listed:
  • Dr. Zunnoorain Khan

    (Assistant Professor, City University of Science & Information Technology, Peshawar, Pakistan)

  • Shazia Perveen

    (Lecturer, NUML University Islamabad, Pakistan)

  • Moazzam Ali

    (Construction Manager, Pakistan)

Abstract

Knowledge management (KM) is an important process for software organizations seeking to improve their performance, innovation, and competitiveness. Leadership plays a critical role in driving KM initiatives and creating a culture of knowledge sharing and learning. Here are some key findings from the past literature related to the role of leadership in knowledge management, with a focus on software organizations in Peshawar. The literature has shown that leadership commitment is a key factor in the success of KM initiatives. Leaders must be committed to KM and communicate its importance to employees, allocate resources to support KM activities, and lead by example. Knowledge sharing culture: Leaders can create a knowledge sharing culture by fostering an environment of trust, encouraging open communication and collaboration, and recognizing and rewarding knowledge sharing behaviours. Leaders must also ensure that KM processes are in place to support knowledge sharing and learning. This includes processes for capturing and codifying knowledge, creating communities of practice, and providing training and development opportunities for employees. Technology can play an important role in KM, and leaders must ensure that the organization has the right tools and infrastructure in place to support KM activities. Leaders must also establish metrics to measure the effectiveness of KM initiatives and evaluate their impact on organizational performance. Apart from the primary data, secondary data was also collected from the software organizations in Peshawar. After Data Collection and analysis, it was concluded that Organizational Leadership plays a critical role in driving KM initiatives in software organizations in Peshawar. Leaders must be committed to KM, create a knowledge sharing culture, establish KM processes, provide technology support, and measure and evaluate the effectiveness of KM initiatives. By doing so, organizations can leverage their knowledge assets to improve performance, foster innovation, and achieve strategic goals.

Suggested Citation

  • Dr. Zunnoorain Khan & Shazia Perveen & Moazzam Ali, 2023. "Impact of Leadership and Uniqueness on Knowledge Management: A Case of Software Organizations in Peshawar," Journal of Policy Research (JPR), Research Foundation for Humanity (RFH), vol. 9(2), pages 243-256.
    • Handle: RePEc:rfh:jprjor:v:9:y:2023:i:2:p:243-256
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    References listed on IDEAS

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    2. M. Afzalur Rahim & Patricia Minors, 2003. "Effects of emotional intelligence on concern for quality and problem solving," Managerial Auditing Journal, Emerald Group Publishing Limited, vol. 18(2), pages 150-155, March.
    3. Amy Ingram & Whitney Oliver Peake & Wayne Stewart & Warren Watson, 2019. "Emotional Intelligence and Venture Performance," Journal of Small Business Management, Taylor & Francis Journals, vol. 57(3), pages 780-800, July.
    4. Mohammed Al-Malki & Wang Juan, 2018. "Leadership Styles and Job Performance: a Literature Review," Journal of International Business Research and Marketing, Inovatus Services Ltd., vol. 3(3), pages 40-49, March.
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