Today‘s globalized nature of competitiveness is placing more pressure on organizations to employ effective leaders, males or females, who are capable to improve employee engagement within companies. There are many academic studies that focus on the managerial factors that drive employee engagement. Information technology is one such area that plays a critical role and is a strategic prerequisite for business success in today’s hypercompetitive environment.
Executive that manage knowledge and use it as an important driving force for business success find their organization to be more competitive and on the cutting edge. However, knowledge management implementation in organizations is determined by a set of critical success factors, one of which is the strategic dimension of leadership. Executives can develop conducive organizational climates that foster employee engagement in which knowledge, as a driver of improved performance, is shared and exploited. Unshared knowledge is like lettuce in the refrigerator—if eaten and shared, everyone enjoys it, if not, it could go bad and not have any use. Executives act in a supportive role as leaders but academicians point out that that if leaders do not adequately support knowledge dissemination and creation through various mechanisms such as rewards or recognition for employees who create new ideas or share their knowledge with others, knowledge management cannot be successful.
Executives around the globe realize that they play a critical role to achieve the best climate and for implementing knowledge management that create learning and growing the organization. Engaging followers and getting them to participate in leadership activities is an important part of knowledge management practices. Success, therefore, is dependent upon how executives formulated their organization’s mission, vision, and strategy. The key is for executives to inculcate a culture of engagement within organizations so that informaton can be found and used instantaneously.
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This is where a leader can attempt to achieve the best corporate climate and inspire followers to achieve business goals—stemming from a shared or distributed form of leadership across pivotal areas on the organization. Most important, the fact that executives steer the strategic direction of organizations is indicative of engaging people and making them more responsive to the constant changes in technology, economic fluctuations, and other pertinent and vita changes that occur on a day-to-day basis. Technology can also play a critical role in the success of employee engagement. For instance, scholars highlight the importance of information technology in facilitating knowledge flow and communication. In addition, employee engagement is positively associated with using information technology and setting up useful software and systems to enhance strategic decision-making. Effective leaders can, therefore, improve employee engagement through employing IT professionals and allocating more budgetary resources to share and utilize knowledge within organizations.
In conclusion, this article can offer several implications for practice. First, this develops a new and dynamic concept of technology within organizations. Importantly, this approach advances the current knowledge on employee engagement by offering novel insights into how executives affect employee engagement through employing IT professionals and implementing information technology. This article also suggests new insights to identify information technology as a primary driver of employee engagement within companies.