Investigating the Impact of Knowledge Management Processes on Organizational Entrepreneurship with the Mediating Role of Leadership Styles (Study Case: Bank Saderat Hormozgan Branches)

Today's world is characterized by rapid changes in customer expectations, technologies and work methods. In order to adapt to these changes, organizations are forced to design and implement creativity-stimulating structures and approaches. Knowledge management provides a platform for improving the organization's performance by identifying, collecting, storing and sharing knowledge. One of the areas that can improve under the influence of knowledge management is organizational creativity and entrepreneurship. Capable leadership can direct and motivate the forces of the organization towards the goal. Therefore, the current research seeks to investigate the impact of knowledge management on organizational entrepreneurship with the mediating role of leadership in Bank Saderat Hormozgan branches

In terms of purpose, the present research is applied in terms of data collection method, descriptive correlation type, and cross-sectional in terms of time. The statistical population of this research includes the employees of Hormozgan Bank Saderat branches, which was calculated using Cochran's formula and a sample size of 184 people was selected by simple random sampling. In order to collect information, the questionnaire of knowledge management (Chen and Huang, 2009), organizational entrepreneurship (Brown et al., 2001) and leadership (Bass and Alio, 2000) was used. Cronbach's alpha coefficient of knowledge management, leadership and organizational entrepreneurship variables were 0.768, 0.701, 0.796, respectively, and their content validity was confirmed using experts' opinion.

The research findings show that knowledge management has a positive and significant effect on organizational entrepreneurship and leadership. In addition, the positive effect of leadership on organizational entrepreneurship and the mediating role of leadership were confirmed.

The variables of knowledge creation and knowledge storage have the highest factor loadings indicating their significant role in knowledge creation, emphasizing the essentiality of identifying and creating knowledge for successful knowledge management implementation. Regarding leadership, the non-intervening nature of leadership rejects the meaningful relationship between non-intervening leadership and knowledge management, as evidenced by the conducted analyses using any software. Utilizing organizational leadership to achieve predefined organizational goals and encourage employee autonomy and innovation fosters a dynamic environment and enables organizational entrepreneurship.