Leadership Social Power as a Component of KMS Success

Leadership Social Power as a Component of KMS Success

Vincent Scovetta (Long Island University, Brookville, NY, USA) and Timothy J. Ellis (Nova Southeastern University, Fort Lauderdale, FL, USA)
Copyright: © 2015 |Pages: 14
DOI: 10.4018/IJKM.2015040101
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Abstract

This study investigated the relationships between a leader's of Leadership Social Power (LSP) profile and Knowledge Management Systems (KMS). Previous research has established that KMS success is positively impacted by leadership commitment to KMS, knowledge quality, and knowledge use. Yet how little we know about the constructs of leadership that may impact KM. The goals of this research focused on discovering how the manner in which leaders exert power – their LSP profile – influenced each of these KM success factors. This research was able to empirically demonstrate that LSP is a factor of that success and was able to effectively predict Leadership Commitment to KMS, Knowledge Content Quality, and Knowledge Use based upon predominate manner of Leadership Social Power used by the KM leaders.
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Goals

This study sought to extend researchers understanding of leadership as an influence on KM success by exploring LSP as a predictor of the success of a KMS implementation. Those who study leadership have noted the importance of understanding the influences among leader and follower, but have cautioned that a simple laundry list of influences (e.g. power, behavior, skills, etc.) does not provide a guarantee of leadership’s ability to promote organizational success (Yukl, 2012). Bowerman & Van Wart (2011) argued the importance of investigating the constructs of leadership to provide leaders with an understanding of individual behaviors that positively affect organizational outcomes. We therefore define LSP as a leader’s social ability to influence or control the behavior and/or attitudes of followers (Yukl, 2012). LSP included leader dimensions of Expert, Reward, Coercive, Legitimate, and Referent powers as perceived by knowledge workers.

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