Intelligent Leadership and Its Effect on Knowledge Sharing Behavior among Academic Staff in Kenyan Universities

Geoffrey Biwott

doi:10.47631/jareas.v3i1.386

Abstract

Purpose: The main is to assess the impact of intelligent leadership in Kenyan universities on knowledge sharing behavior. Approach/Methodology/Design: The research was motivated by Path Target Theory. An explanatory research design was adopted with a positivism approach. The target population consisted of 6400 and a selection of 366 academic workers from 14 chattered Nairobi County Kenyan universities. The study used a stratified technique to select the academic staff of the university into 14 strata representing each university in Nairobi County, Kenya, using simple random sampling. The study used a stratified technique to select the academic staff of the university into 14 strata representing each university in Nairobi County, Kenya. Both descriptive and inferential statistics were used for analysis while hypotheses were tested using multiple regression. Findings: The regression results indicated that emotional leadership (β = 0.37, p<0.05) and spiritual leadership (β = 0.11, p<0.05). Practical Implications: In addition, this study recommends that intelligent leadership in the sharing of knowledge is necessary in order for university leaders to consider leadership areas in university. Originality/value: The study concluded that a high percentage of intelligent leadership results in improved behavior of sharing employee knowledge that is essential to transform Kenyan universities and drive the behavior of sharing knowledge.

Highlights

Knowledge sharing is considered one of the most important aspects of knowledge management (Gupta et al, 2000), and knowledge management systems rely on knowledge sharing to be successful (Wang et al, 2010)
In regards to the effect of Emotional leadership on employee knowledge sharing, the findings suggested that workers who have strong Emotional leadership are usually realistic in what they can and cannot do improving the quality of knowledge sharing
It is concluded that emotional leadership outcomes contribute to increasing sharing of employee information

Summary

Introduction

Knowledge sharing is considered one of the most important aspects of knowledge management (Gupta et al, 2000), and knowledge management systems rely on knowledge sharing to be successful (Wang et al, 2010). Information management research argues that organizational knowledge and individual learning at the group level derive from collaboration, exchange and sharing between colleagues. Transferring of knowledge, knowledge sharing has its own place and importance in knowledge management (Özler et al, 2006). In addition to promoting and limiting the sharing of knowledge, many physical, technological, psychological, cultural and personal factors have effective roles. Despite the many benefits of knowledge sharing, researchers and implementers often argue that people do 1 |. JAREAS 3 (1),2022 not share their knowledge with others in many instances (Davenport, 2008). They say that knowledge sharing is unnatural and there are many reasons for individuals to refrain from sharing their knowledge with others

Methods

Results

Conclusion