Abstract
Purpose - The purpose of this study is to investigate the impact of cognitive styles of leaders on knowledge management practices in a public sector organization in India.Design/methodology/approach - The data were gathered from 210 middle and senior managers who were employed in different projects across the country. Self-reported questionnaires were administered to collect the data on cognitive styles of leaders and knowledge management practices.Findings - Results of exploratory factor analysis showed three significant factors of cognitive styles namely, Radical, Innovative-Collaborator, and Adaptor. Knowledge management questionnaire had five dimensions namely, KM process, KM leadership, KM culture, KM technology and KM measurement. Results of regression analysis have shown a negative impact of radical and innovative-collaborator style while adaptor style had a positive impact on knowledge management practices.Research limitations/implications - This study is conducted in a large thermal power generation organization in India. Hence generalizability is limited to other similar contexts. Public sector work norms and organizational size may influence the interpretation of results.Practical implications - Results shows the relevance of adaptor style of thinking in promoting knowledge management practices which is consistent with the prevailing public sector work norms in India that do not support any radical changes in their ways of working and solving problems.Originality/value - This is an empirical study about the relationship between cognitive styles of leaders and knowledge management practices in Indian work context and such a study does not exist in literature.
Purpose - The purpose of this study is to investigate the impact of cognitive styles of leaders on knowledge management practices in a public sector organization in India.Design/methodology/approach - The data were gathered from 210 middle and senior managers who were employed in different projects across the country. Self-reported questionnaires were administered to collect the data on cognitive styles of leaders and knowledge management practices.Findings - Results of exploratory factor analysis showed three significant factors of cognitive styles namely, Radical, Innovative-Collaborator, and Adaptor. Knowledge management questionnaire had five dimensions namely, KM process, KM leadership, KM culture, KM technology and KM measurement. Results of regression analysis have shown a negative impact of radical and innovative-collaborator style while adaptor style had a positive impact on knowledge management practices.Research limitations/implications - This study is conducted in a large thermal power generation organization in India. Hence generalizability is limited to other similar contexts. Public sector work norms and organizational size may influence the interpretation of results.Practical implications - Results shows the relevance of adaptor style of thinking in promoting knowledge management practices which is consistent with the prevailing public sector work norms in India that do not support any radical changes in their ways of working and solving problems.Originality/value - This is an empirical study about the relationship between cognitive styles of leaders and knowledge management practices in Indian work context and such a study does not exist in literature.