Impact of Interpersonal Skills and Capabilities of Leadership on Knowledge Based Organizations Essay

hornswoggleThe role of leaders in the success of either government is very much fundamental. Although in Pakistan very little importance is devoted to this horizon of organisations inspite of this its importance cannot be denied. In other words, leaders is the backb genius of any acquaintance centrical nerve. This research article shed light on the importance of effective lead skills and practices which can lead any judicature to its golden era. The main focus of the study is the changing nature of lead with the evolution in the meaning of companionship base makeups. The study is descriptive in nature and relies on secondary as well as questionnaire found survey.INTRODUCTION acquaintance based musical ar electron orbitments argon usually considered to be those whose products or services are association -intensive. Knowledge based musical arrangements ( in addition referred as experience-enabled or noesis- intensive organization) are usually described in damag e of the companionship intensity of their product or service. The greater the degree to which knowledge forms the bone marrow of the product or service, the more knowledge- based the organization. However, using products or services as a mean for categorizing the knowledge based organization is inadequate. Products or services reflect only the tangible part of the organization. The primary election resource that enables an organization to produce is hidden in spite of appearance the invisible asset intellectual capital. (Itami, 1987).Knowledge- based organizations (KBOs) lives and breathes knowledge. From dayto-day operations to long-term strategy, creating and applying knowledge is always in the forefront. Prior researches nonplus explored which factors areessential for managing knowledge effectively. Most studies of them micturate projectd the relationship of knowledge vigilance capabilities, processes and capital punishment. Some researchers brace rivet on the relat ionship between capabilities and processes (Hansen, 1999 Szulanski, 1996 Zander & Kogut, 1995). Other studies befool focus on the relationship between capabilities and organisational performance (Becerra- Fernandez & Sabherwal, 2001 Gold, Malhotra & Segars, 2001 Simonin, 1997).A anchor to concord the success and failure of knowledge solicitude within the organization is the identification and assessment of miscellaneous factors that are necessary for the knowledge counseling performance notement with a balanced view (Arora, 2002 Gooijer, 2000).In this study, we examine the relationship among the inter personal skills and capabilities towards the knowledge-based organizations. To serve this purpose we figure out the core constructs of interpersonal skills and capabilities. Knowledge based organization base their war-riddenness on knowledge . social skills and capabilities can be critical for the knowledge based organization. Skills are linked with personal knowledge manageme nt in knowledge focused organization. Skills can be either basic or cross functional. In basic skills we develop capabilities that assist in the learning of knowledge on the other hand cross functional skills are the ability to wear out the tasks the can help the organization to boost up.Interpersonal skills include not only how we communicate with others. Aside our confidence and capability to hear and understand, problem solving decision making and personal stress management all these are related to the interpersonal skills and capabilities. Interpersonal skills and capabilities allow traffic effectively with persons of different temperaments, backgrounds and educational qualification in the organization. Knowledge lead has a capability to built good relation with subordinates and dealing with them. An organization is successful when it posses good team capabilities and interpersonal skills.People create and parting knowledge at that placefore, managing plenty who are will ingto create and share knowledge is important. Knowledge and competence can be acquired by hiring new people with desirable skills. In particular, T-shape skills embodied in employees are some oft associated with core capability. T-shaped skills may enable individual specialists to have synergistic conversations with one another (Madhaven & Grover, 1980).Although a companys value is generated by intangible asset assets like knowledge or brands. Performance measurement is one of the most important management activities. Performance measurement becomes the basis of strategy initiation and fall uponment in the future because it can definitely bring a companys vision and strategic target to all organization members.3 Objectives of Study The objective of our study is to examine the relationship among the interpersonal skills, capabilities and performance of knowledge-based organizations. To develop the results that the primary resources that enables the organization to perform extra ordinary lies within intangible assets (intellectual capital).4 Significance of StudyNow intangible assets such(prenominal)(prenominal) as knowledge rather than tangible financial assets are a measure of a companys value. Knowledge is the one of the important resource that increases the value of organizations and gives them an edge over competitors. Therefore various attempts to measure organisational performance in knowledge management have been conducted accordingly.5 Problem StatementInterpersonal skills and capabilities of leadership have a grueling impact on the performance of knowledge based organizations.6 sagacious of StudyWith the shift of industrial economy to knowledge economy there is a need to recognize the value of preserving and sharing knowledge among the organizational communities. This includes the development of strategic knowledge focus, knowledge leadership factors which promote knowledge culture and its impacts on knowledge workers and outcomes of the organi zation.LITERATURE REVIEW systemal theorists have defined knowledge based organizations (KBO) in various ways. Knowledge based organizations (Perez- Bustamante, 1999) are organizations applying a knowledge based approach to the organization. This approach perceives organizations as a means for the development, integration, preservation, sharing and application of knowledge. (Wu, Ong & Hsu, 2008) add that knowledge based organizations allocate resources to intangible assets in the rapidly changing and highly competitive business environment in order to gain competitive advantage. Gold, Malhotra, & Segars (2001) examined an through empirical observation effective knowledge management model from the perspective of organizational capabilities. Sveiby (1997) develop an intangible asset monitor (IAM) to measure the performance of intangible assets such as human capital, structural capital, and market capital. found on the digest of secondary data (Nonaka & Takeuchi, 1995 Choo, 1998 Trun ecek, 2003 Bartak, 2006 Calabrese, 2006 Bures, 2007 Medzihorsky & Medzihorska, 2007 Sladecek, 2007) by mean of the method of comparison, the following world-wide characteristics of knowledge based organization were identified.Knowledge Based Organizations Creates, integrates, preserves, shares and applies knowledge Is efficient, innovative, plastic and proactive Is customer focused Uses ITs Has a strong and open incorporated culture Implements knowledge processes Exploits knowledge resources Manage risks Implements project management Places wildness on education and organizational learning Disposes of knowledge employees Is process- oriented Supports team work Encourages participation in management (Martina, Hana & Jiri, 2012)1 Capability (Competency- Based Approach)Competency is a commonly used term for people insist of their working potential in real activities. The premier(prenominal) characterizes competencies as a power and a scope of authority associated wit h a certain person or body. The second meaning of competencies refers to the capacity, i.e. abilities to perform a certain activity, to have certain general and special(prenominal) characteristics and skills, to be qualified in the given area. Generally it can be said that it is a set of specific knowledge, abilities, skills, traits, motives, attitudes and values essential for the personal development and successful participation of each person in the organization.This refers to the performance aspect of a competency resolved by the level of inputs (knowledge, abilities, skills, traits, motives, attitudes and values) andmeasured by the analysis of output (real conduct and results). According to its development, it is possible to divide competencies into three main development phrases. The first phrase lies of individual competencies (White, 1959 McClelland, 1973 Boyatziz, 1982 Schroder, 1989 Woodruffe, 1992 Spencer & Spencer, 1993 Carroll & McCrackin, 1997). The second variant i s based on the possibility of managing competencies in an organization by mean of competency models (Mensfield, 1996 mcLagan, 1997 Lucia & Lepsinger, 1999 Rothwell & Lindholm, 1999). The third phase is the identification of core competencies, a sum of organization key organizational competencies that may be exploited to gain competitive advantage (Prahalad & Hamel, 1990 Ulrich & Lake, 1991 Gallon, Stillman, & Coates, 1995 Coyne, Hall, & Clifford, 1997 Rothwell & Lindholm, 1999 Delamare & Wintertone, 2005).2 Interpersonal SkillsStudies say 90 percent of executive failures are imputable to interpersonal competencies, factors such as leading teams, developing a overconfident work environment, retaining staff, inspiring trust, and coping with change. If you lack the skills to motivate your frontline employees to accept and optimally use new information technologies, your organization could be missing tax opportunities. This category grows out of what previous research has referred t o as interpersonal skills want social perceptiveness (Graham, 1983 Mintzberg, 1973 Yukl, 1989) to allow for an awareness of others reactions and understanding of why they react the way they do. The interpersonal skill requirement also includes the skills required for coordination of actions of oneself and others (Gillen & Carroll, 1985 Mumford, Marks, Connelly, Zaccaro, & Reiter-Palmon, 2000) and negotiations skills to reconcile differences among employee perspective and establish mutually satisfying relationships (Copeman, 1971 Mahoney, Jerdee, & Carroll, 1963 Mahoney et al., 1965 Mintzberg, 1973), and scene skills to influence others to more effectively accomplish organizational objectives (Katz, 1974 mintzberg, 1973 Yukl, 1989).METHODOLOGY1 Data Collection and Sample DescriptionSamples were restricted to the companies that adopted knowledge management or held similar process innovation campaigns. The sample was knowing to include people from different position, departments and industries. Respondents include executive rank managers of various organizations.In this study, we conducted a questionnaire based survey. The questionnaires data is arranged in terms of various proteans and five- straits Likert scales are used. Respondents are asked to indicate the extent to which they pro testify or agree with the given statement by selecting a point on the scales for each question. (Where 1= potently agree and 5= strongly disagree).2 Survey InstrumentThis research uses a survey questionnaire to test the hypothesis. The questionnaire consists of 26 items virtually leadership skills, practices and the performance of knowledge based organizations. Items about leadership skills consist of cognitive skills (four items), interpersonal skills (three items), and strategic skills (two items).Leadership practices consist of leading by example (two items), coaching (six items), team interaction (three items). Knowledge based organizations performance is assessed using three items including organizations products (two items), employees performance (two items), and organization news report in the market (two items).3 Theoretical FrameworkThe dependent variable is knowledge centric organizations performance, which is the variable of primary interest. We attempt to explain the sport in this dependent variable by the two independent variables of (1) Leadership skills and (2) Leadership practices. By General Colin Powells Leadership is the art of routinely accomplishing more than the science of managementsays is possible. Interpersonal skills are Considers and responds appropriately to the needs, feelings and capabilities of different people in different situations, is tactful, compassionate and sensitive, and treats with respect.D.VI.V5 HypothesisHo= Leadership does not affects knowledge based organizations performance.Ho p = 0HA= Leadership affects knowledge based organizations performance.HA p 1RESULTS AND DISCUSSIONVariables destine S.D N Cronb achs alpha Independent variables Cognitive skills 1.64 0.7795 cytosine .564 Interpersonal skills 1.53 0.6276 100 .371 Strategic skills 1.60 0.7695 100 .289 Leading by example 1.72 0.828 100 .682 Coaching 1.62 0.7848 100 .781 Teaminteraction 1.80 0.904 100 .784 Dependent variables Organizations performance 1.85 0.8027 100 .562 Organizations offerings 1.96 0.8795 100 .676 The leadership skills requirement means range from 1.53 to 1.64 and the S.D ranges from .6276 to .7795, showing a good range and variation. The leadership practices means range from 1.62 to 1.80 and the S.D ranges from .7848 to .904, while organizations performance mean valued at 1.85 and S.D .8027 and organizations offerings mean cipher 1.96 and S.D .8795.The correlation betweenCONCLUSION AND RECOMMENDATIONSThis research proposes and tests a model of leadership skills and practices to better understand the contribution of leadership towards the performance of knowledge centric organizations. The main obj ective of this research is to investigate the relationship between the leadership skills, practices and KBOs performance. The findings show how leadership improves the performance of knowledge centric organizations.A knowledge organization focuses on developing interpersonal, structural and network relationships to achieve its goals and objectives effectively and to further generate new knowledge and capabilities for organizational battle and success.Several aspects of the leadership skills were tested, most of which attained empirical support. The major findings are as follow. First, leadership skills grouped into three- parts complex cognitive, interpersonal and strategic skills. Second, leadership skills were related to organizationallevels. That is, jobs at higher level in the organization have significantly greater overall leadership skill requirement.These findings have important implications for organizational research and practice. They provide empirical evidence of the be nefit of considering different categories of leadership skills. Practically, this indicates that careful attention should be given to management development systems because as managers proceed from lower, to mid, to top level jobs, the rate at which they acquire strategic skills will need to be faster than that for leadership skills in general.Our results imply that effective leadership skills and practices positively impacts key aspects of KBOs performance. We hope that future research will take advantage of the conceptual and practical findings and further test the model in the other organizations and improve management development, placement and hiring system in knowledge centric organizations.