Effect of Knowledge Management Practices and Leadership Styles of Heads of Departments on University Teachers’ Performance

Oct 15, 2026

The paper investigates how knowledge management practices and leadership styles of heads of departments influence university teachers’ performance. It uses a quantitative descriptive design with 260 teaching faculty members conveniently selected from Sargodha University, University of Lahore, NUST, and HITEC University. Data are collected through five-point Likert-scale instruments. Results indicate leadership styles support knowledge sharing, and regression shows significant effects of transformational and transactional leadership on performance, while multiple regression highlights transformational leadership and knowledge management practices as more effective; transactional leadership remains insignificant.

LanguageEnglish

CategoryResearch & Report

FormatPDF

Pages20

Reading Time50 min

AccessFree to download

Abstract

Introduction

Effect of Knowledge Management Practices and Leadership Styles of Heads of Departments on University Teachers’ Performance Tazeen Ather* and Riffat-un-Nisa Awan** Abstract In competitive organizations, knowledge management is fundamentally considered support towards performance. Therefore, in the 21st century, leaders broadly implement knowledge into organizational settings to earn a competitive advantage. This paper mainly determines to explore the effect of knowledge management practices and leadership styles (transformational & transactional) on university teachers’ performance. A quantitative descriptive research design was used with 260 teaching faculty members selected conveniently, presently working in Sargodha University, University of Lahore, NUST, and HITEC University. Three five-point Likert type instruments were used to collect data from a conveniently selected sample. The findings reflected that knowledge sharing was practiced by both transformational and transactional leaders. The regression analysis showed a significant effect of leadership styles (transformational & transactional) on university teacher performance. The finding also reflected the significant effect of knowledge management practices on university teacher performance. Moreover, the results of multiple regression showed that transformational leadership and knowledge management practices were more effective on university teacher performance while transactional leadership remained insignificant. The current study provides insights that which leadership style is preferable for improving the performance of university teachers through knowledge practices. Keywords: Knowledge management practices, Transactional leadership, Transformational leadership, University teachers’ performance * PhD Scholar, Department of Education, University of Sargodha ** Associate Professor, Department of Education, University of Sargodha. Email: [riffarukh@gmail.com](riffarukh@gmail.com) Introduction With the time when the world has become a global village many organizations, profit or non-profit, educational or business, are concerned with their organizational knowledge and its management within the organization to maximize efficiency and their ongoing operations. Organizational competitive advantage is enhanced through the utilization of activities linked with management of knowledge. Consistent with the demand of a fastchanging environment, dynamic activities are supported by the use of knowledge assets within an organization (Sandhawalia & Dalcher, 2011) . Knowledge management is a technique or tool to collect, assimilate and distribute knowledge in organizations andinstitutions (Gold, Malhotra, Segars, & 2001) . The significant goal of knowledge management has been identified to recognize, and connect the knowledge of an organization through practices of creating, organizing, storing, distributing and applying that knowledge for the future long-run benefit of the organization (Bollinger & Smith, 2001). Knowledge management is considered to be the key variable for maintaining supremacy in high information concentrated organizations. Knowledge management is fundamentally considered a vital weapon for supporting competitive advantage for resulting in high performance in an organization (Zaied, Hussein, & Hassan, 2012) . Moreover, according to DeLong and Fahey (2000) leaders are vital drivers of knowledge management practices who build a domain of knowledge sharing by joining their particular knowledge in the organizational knowledge pool. The leader is one who owns multi-dimensional characteristics and plays a vital part in creating and retaining values of learning in an organization with a specific end goal. According to Crawford (2005), transformational leadership is a strong predictor of knowledge management practices whereas, scope of transactional leadership is limited in respect to knowledge management practices when compared with transformational le

FAQs

What does the study examine regarding university teachers’ performance?

It examines the effect of knowledge management practices and the leadership styles of heads of departments (transformational and transactional) on university teachers’ performance.

How was data collected and from whom?

A quantitative descriptive design was used with 260 teaching faculty members selected conveniently from Sargodha University, University of Lahore, NUST, and HITEC University using five-point Likert-type instruments.

Which leadership style and knowledge practices were most effective?

Multiple regression results show transformational leadership and knowledge management practices were more effective for improving university teachers’ performance, while transactional leadership was insignificant.

Oct 15, 2026

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