THE INTERPLAY OF KNOWLEDGE ORIENTED LEADERSHIP, KNOWLEDGE MANAGEMENT, INTELLECTUAL CAPITAL AND ORGANIZATIONAL PERFORMANCE IN HIGHER EDUCATIONAL INSTITUTIONS: THE MEDIATING ROLE OF ORGANIZATIONAL INNOVATION

Abstract

The principal objective of this study is to examine the interplay between knowledge-based leadership, knowledge management, intellectual capital and organizational performance, and to introduce organizational innovation as an intermediate variable.  Based on an extensive review of the literature on this topic, combined with knowledge-based theory, social learning theory, the contingency theory of leadership and the resource-based view theory, this study presents a conceptual framework that elucidates the interrelationships between the aforementioned factors. It also explains how these variables interact and affect the organizational performance of higher education institutions, and measures and validates them in terms of effectiveness. It is hoped that the results of this study will contribute to the development of knowledge-based leadership in higher education institutions, facilitate the enhancement of organizational performance through effective knowledge management and intellectual capital accumulation, and ultimately promote the enhancement of innovation capability.