Digital Leadership to Innovative Management Excellence: Revolutionizing Potential through Knowledge Management Behavior

Abstract

Digital leadership has become a key force of new management excellence especially in knowledge-based and digitally developed settings. Although previous research has pointed at its role in enhancing the creativity and innovation of employees, the effects of digital leadership on the entire range of knowledge management behaviors (KMB) acquisition, sharing and application- as a means to achieve long-term innovation outcomes have not been well identified yet. This research paper is based on the Knowledge-Based View (KBV) and Social Cognitive Theory (SCT) to investigate how digital leadership mediates relationship with innovative management excellence in relation to KMB among IT professionals working in Punjab, Pakistan. The study is a quantitative cross-sectional survey research, the population of which includes mid-level managers, team heads, and knowledge workers of medium to large IT companies. Stratified random sampling was employed in order to have both geographic and organizational diversity, and 355 valid responses were received. The analysis of data was performed according to the descriptive and reliability analysis with the help of SPSS, whereas the direct and mediated relationships were tested with the help of the Partial Least Squares Structural Equation Modeling (PLS-SEM). Measurement and structural models were assessed as reliable, convergent as well as discriminant validity. Results suggest that digital leadership can improve to a considerable degree knowledge acquisition, sharing, and application behaviors and therefore, positively impact the innovative management excellence. Knowledge application behavior among the mediators was the most predictive indicating that transformation of knowledge gained to application innovation is important. The findings also confirm the mediating status of KMB that will show that digital leadership can stimulate innovation by behavioral processes and not direct leadership impact. This paper adds theoretical value involving the combination of digital leadership and multi-dimensional approach to KMB and organizational innovation that moves KBV and SCT to a modern digital realm. In practice, it provides practitioners with provide management with insights that can be put into practice to develop a knowledge-centric culture and improve organization innovation. It is suggested that future studies be conducted to address the contextual moderators like technology readiness and trust, use longitudinal designs, and adopt cross-industry implementations to confirm even further the mediated framework.