Knowledge-Based Leadership, Innovation and Knowledge Management in Organizational Performance of the Kenyan Higher Education System

Abstract

Purpose- The research is commenced to examine the effect of knowledge-based leadership, innovation, and knowledge management in organizational performance of the Kenyan higher education system. Design/methodology/approach – - The research involved a primary quantitative research, specifically cross-sectional survey design. Study used a sample of 10 private universities and public universities situated in the five countries Nairobi, Kiambu, Kisumu, Nakuru, and Uasin Gishu in Kenya and recognized by the Commission for University Education of Kenya. To reduce ambiguity and get accurate responses, 50 questionnaires were sent out to faculty members of universities. From the 50, 45 respondents filled the questionnaires and others suggested and adjustment of the questions to be clarified. 20 questionnaires were randomly dispersed in all of 10 universities, the 10 universities from which the sample for the study was taken are the major institutions of higher education in Kenya comprising more than the 80% of the total population of the Kenyan higher education system. Findings- The findings indicate that knowledge-based leadership has both direct positive effect on the performance of higher education institutions as well as an indirect positive effect through the mediating role of innovation and knowledge management processes. Implications – The study will extend the existing literature on the impact of knowledge-based leadership on organizational performance and the mediating role of innovation and knowledge management processes in higher education institutions. Value – This study is among the few scholarly works that have proposed an integrated research model which seeks to establish the correlation between knowledge-based leadership, knowledge management, innovation, and organizational performance in the Kenyan higher education system.