Abstract:
Navigating the helm of an organization demands a formidable prowess, made all
the more arduous when tasked with cultivating an organizational culture
conducive to knowledge sharing. In the current landscape, where enterprises
pivot on the axis of knowledge, the onus falls squarely on leaders to sculpt a
fitting cultural milieu that propels the tenets of knowledge management. This
study endeavors to elucidate the pivotal role assumed by leaders in orchestrating
a socialized organizational culture, thereby amplifying the efficacy of knowledge
management implementation in Domestic Systematically Important Banks (D SIBs) in Sri Lanka. Through an epistemological lens rooted in positivism
philosophy, this study employed a deductive approach to investigate its
hypotheses. A sample of 377 bank executives with more than two years of
experience was thoughtfully selected using judgmental sampling from a
population of 26,682 bank employees. The sample was meticulously chosen
through the human resources department of each bank. Data analysis was
conducted using Pearson correlation and chi-square testing. The findings of this
comprehensive study have unveiled a consequential impact of leadership
practices on the cultivation of a socialized culture, thereby significantly
augmenting the successful implementation of knowledge management
endeavors. Notably, the discerned leadership facets contributing to this dynamic
include the propensities to 1) foster encouragement, 2) culture of freedom, 3)
build trust, 4) establish openness and 5) share work-related story insights. It is
recommended bank managers, in their custodial roles, should meticulously
ascertain that employees are endowed with the liberty to articulate their ideas
seamlessly across a spectrum of platforms, encompassing meetings, workshops,
inductions, and training sessions.
