Empirical study on high performance leadership in knowledge-based companies

Abstract

This study constructs high performance leadership model and does an empirical study based on the leadership and the knowledge view. By providing four core leadership capabilities (learning capacity; transformation capacity; executive capacity; characteristics) and two orientations (performance-orientation, knowledge-orientation), this study explains how the performance of the knowledge-based companies is interdependent with four core capacities and two orientations of high performance leadership. This study uses factor analysis, correlation analysis, multiple regression analysis and the SEM methods to examine the model. The results show that there are positive correlations between the four core capacities and high performance leadership in knowledge-based companies, the knowledge orientation has stronger relationship than the performance orientation with performance in knowledge-based companies. Knowledge-based companies should strengthen the learning capacity and the knowledge orientation to achieve high performance.