Presenting a Knowledge Management Model Based on a Pragmatic and Transformational Leadership Style

Author

Associate Prof. of Educational Management, Imam Khomeini University of Marine Sciences, Nowshahr

Abstract

Background & Purpose: In today's complex and competitive organizational environments, knowledge management is recognized as one of the key factors in maintaining and enhancing the competitive advantage of organizations. In the meantime, the role of leadership in the formation, sharing, and effective utilization of organizational knowledge has become doubly important. Leadership styles, especially pragmatic and transformational leadership, each with their own characteristics and approaches can have diverse effects on knowledge management processes. The purpose of this study is to present a structural model of knowledge management based on transformational and pragmatic leadership styles in maritime organizations in Mazandaran province.
Methodology: The research method was correlational and with an applied purpose. The statistical population included 1788 people from all official employees working in maritime organizations of Mazandaran province in 1402 and 1403. Sampling was done by simple relative random method and the sample size was determined as 314 people using Krejci and Morgan table. To collect data, two standard questionnaires of knowledge management and leadership style were used. The validity of the tools was confirmed through content validity and the reliability of the questionnaires was calculated using Cronbach's alpha coefficient; so that the reliability of the knowledge management questionnaire was 0.94 and the transformational leadership style was 0.91.
Findings: The results of the path analysis showed that the pragmatic leadership style had the greatest impact and the transformational leadership style had the least impact on knowledge management. Also, among the components of the transformational leadership style, the components of "perfectionist behavior" and "encouragement of intellectual effort" had the greatest impact and the component of "ideal influence" had the least impact on knowledge management. Also, among the components of the pragmatic leadership style, the component of "active leadership by exception" had the greatest impact and the component of "passive leadership by exception" had the least impact on knowledge management.
Conclusion: The results indicate that in the organization under study, supervisory and performance-based approaches are more conducive to strengthening knowledge management processes than inspirational and transformational approaches. Therefore, designing a knowledge management model that is appropriate to the dominant leadership styles, especially by strengthening the pragmatic aspects of leadership, can lead to improving knowledge effectiveness in maritime organizations.

Keywords

References

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