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Leadership Social Power as a Component of KMS Success

Leadership Social Power as a Component of KMS Success

Vincent Scovetta, Timothy J. Ellis
Copyright: © 2015 |Volume: 11 |Issue: 2 |Pages: 14
ISSN: 1548-0666|EISSN: 1548-0658|EISBN13: 9781466675841|DOI: 10.4018/IJKM.2015040101
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MLA

Scovetta, Vincent, and Timothy J. Ellis. "Leadership Social Power as a Component of KMS Success." IJKM vol.11, no.2 2015: pp.1-14. http://doi.org/10.4018/IJKM.2015040101

APA

Scovetta, V. & Ellis, T. J. (2015). Leadership Social Power as a Component of KMS Success. International Journal of Knowledge Management (IJKM), 11(2), 1-14. http://doi.org/10.4018/IJKM.2015040101

Chicago

Scovetta, Vincent, and Timothy J. Ellis. "Leadership Social Power as a Component of KMS Success," International Journal of Knowledge Management (IJKM) 11, no.2: 1-14. http://doi.org/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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