A theoretical perspective on the relationship between leadership development, knowledge management capability, and firm performance

Abstract

Since Knowledge Management (KM) is increasingly becoming an integral business function for lots of firms, as the latter recognize that competitiveness depends upon the effective management of intellectual resources, this paper aims to propose a theoretical model identifying the extent to which performing leadership development and its enablers in terms of developing training programs, possessing social capital skills, possessing human capital skills, settings goals, and deploying unique experiences; that are believed to enable knowledge management capability put into effect in the Jordanian public shareholding firms, and its impact on firm performance.