INTELLIGENCE AND MANAGERIAL PERFORMANCE: AN INTERACTIVE ROLE OF KNOWLEDGE SHARING CULTURE

Usman Alsam, Ch Abdul Rehman, M. Kashif Imran


DOI: http://dx.doi.org/10.22555/pbr.v18i3.934

Abstract


Indubitably, business organizations have gained competitive
edge by promoting intelligence skills and knowledge-sharing
behaviors to develop human capital. Therefore, intelligence skills
and fostering knowledge-sharing behaviors have received focused attention from knowledge management practitioners, top managements, strategic managers, policy makers, business leaders, and organizational consultants with the objective of improving managers’ performance level in the workplace. The focus of this investigation is to examine the influence of multiple types of intelligence on managerial performance in the context of the banking sector in a developing country. Furthermore, this investigation aims to examine the interactive role of knowledge-sharing culture in the association between multiple intelligence types and managerial performance. The cluster and simple random sampling technique have been used for data collection. Self-administrated questionnaires have been used to gather responses from 254 employees in managerial positions in Pakistan’s banking sector. The study results indicate the
positive impacts of cognitive, social, emotional, and cultural
intelligence on managerial performance. The interactive impacts of knowledge-sharing culture strengthen the relationship between
intelligence skills and managerial performance.

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