Influence of Knowledge Leadership on IT Project Performance and Quality Practices

Abstract

The present study investigates how knowledge leadership affects project performance and quality practices in Information Technology (IT) projects. A questionnaire-based survey was designed to collect responses from 198 mid-level employees of five big Indian IT firms. The data was analysed using PLS-based SEM technique. Our findings revealed that knowledge leadership skills, cooperation and trust, and knowledge integration positively influence project performance and project quality practices. The risk-mitigation efforts of a knowledge leader moderate the relationship between knowledge leadership, project performance and quality practices. The current research has contributed to limited leadership and project management literature available. Knowledge-oriented leadership is a mixture of transformational and transactional leadership and has significant implications on the innovation performance of technology-intensive organizations.

Four Pillars of the Green University Soft Infrastructure

“…Hence, items 2 and 3 were focused on leadership. Ghosh et al (2022) demonstrate that knowledge leaders are facilitators and integrators of knowledge management. They are a product of both transformational and transactional leadership.…”

KMS Infrastructure for KM Practice in Two Mobile Telecommunication Companies in Namibia

“…Senior management's support for KMS infrastructure is critical because it supports KM practices via KMS by establishing an appropriate environment for cultivating positive attitudes towards KMS (Abualoush et al, 2018;Naqshbandi & Jasimuddin, 2018). Senior management must adopt a knowledge-oriented leadership strategy based on transformational and transactional management techniques to integrate KMS infrastructure for effective KM practices successfully (Abualoush et al, 2018;Ghosh et al, 2022). Transformational and transactional leadership styles are examples of traditional leadership approaches that have been extensively acknowledged for their importance in delivering various individual and organisational-level objectives (Rehman & Iqbal, 2020).…”

“…In relation to the TOE framework, this study adheres to Naqshbandi and Jasimuddin's (2018) understanding of knowledge-oriented leadership as decision-making to be implemented by senior management in relation to identified approaches or steps, driving KM practices to induce new knowledge in a manner that appears to result in an improvement in conceptualisation and collaborative outcomes". Management promotes KM effectiveness mutually beneficially, resulting in effective and efficient KM practice and knowledge leadership (Ghosh et al, 2022). Management's support should instil support for employees utilising organisational KMS infrastructure that affects their internet usage, intranet, browsers, data warehouses, data filters, and software applications crucial to firm-wide OK management (Oliva & Kotabe, 2019).…”

Understanding knowledge leadership in improving team outcomes in the health sector: a Covid-19 study

“…The heightened level of trust may then increase knowledge sharing and improve research productivity (Fullwood and Rowley, 2017;Yasir and Majid, 2017). For example, Ghosh et al (2022) found the significant role of knowledge-oriented leadership in influencing project performance outcomes and project quality practices. Similarly, Sahibzada et al (2021) also found that knowledge-oriented leadership influences knowledge-worker satisfaction and productivity which also influences organizational performance.…”

“…The heightened level of trust may then increase knowledge sharing and improve research productivity (Fullwood and Rowley, 2017; Yasir and Majid, 2017). For example, Ghosh et al . (2022) found the significant role of knowledge-oriented leadership in influencing project performance outcomes and project quality practices.…”