Relationship between Innovation Leadership,

Organizational Culture, and Knowledge

Sharing in Abul Khair Group

MGT: 3205
Business Leadership
Submitted to,
Sabrina Sharmin Nishat, Assistant Professor
Department of Business Administration in Management Studies

Submitted by,
Team Avengers
Section: A
Name ID
Md. Tanvir Al Nishat 2124161009
Md. Shihab Rahman 2124161039
Galib Hameem 2124161043
Nuhiatul Islam Labib 2124161063
Munif Shahriar Shovon 2124161115

May 20, 2024

 Relationship between Innovation
Leadership, Organizational Culture, and
Knowledge Sharing in Abul Khair Group

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Abstract:

Purpose: This study examines the interplay between innovation leadership, organizational culture, and
knowledge sharing within the Abul Khair Group. It aims to identify how leadership practices influence the
dissemination of knowledge and the cultivation of an innovative organizational culture.
Design/Methodology/Approach: A mixed-methods design was employed, combining quantitative surveys
with qualitative interviews and focus group discussions to gather comprehensive data on the organization's
leadership and knowledge-sharing dynamics.
Findings: The research revealed a positive relationship between innovation leadership and a supportive
organizational culture that encourages knowledge sharing. Leaders who prioritize innovation and actively
promote knowledge exchange were found to significantly enhance the organization's innovative capabilities.
Research Limitations/Implications: The study's scope is limited to the Abul Khair Group, which may not
reflect broader industry trends. The findings are based on self-reported data, which could be subject to
respondent bias.
Practical Implications: Organizations should focus on developing leaders who are capable of fostering an
environment conducive to knowledge sharing. This can lead to increased innovation and a competitive
advantage in the marketplace.
Originality/Value: This study contributes to the understanding of how leadership styles directly impact the
effectiveness of knowledge sharing and the development of an innovative culture within a corporate setting.
Keywords: Innovation Leadership, Organizational Culture, Knowledge Sharing, Abul Khair Group, Mixed-
Methods Research, Organizational Innovation.

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Table of Contents
Serial No. Topic Page #

Relationship between Innovation Leadership, Organizational Culture, and

Knowledge Sharing in Abul Khair Group
1.0 Introduction of TQM Implementation in BUP 05-06
1.1 Introduction 05
1.2 Background 05-06

2.0 Research Model 07

3.0 Organizational Overview 08
3.1 An Overview of Abul Khair 08

4.0 Methodology 09-10

4.1 Methodology 09
4.2 Limitation 09-10

5.0 Analysis 11-18

5.1 Demographic Information 11-13
5.2 Correlation 13-18

6.0 Conclusion and Recommendations 19-20

6.1 Conclusion and Recommendations 19-20

References 21

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Chapter: 1 Introduction
In the context of modern business, the significance of innovation and knowledge sharing cannot
be overstated. The Abul Khair Group, a prominent conglomerate in Bangladesh, provides a unique
vantage point to investigate the symbiotic relationship between innovation leadership,
organizational culture, and knowledge sharing. This study posits that innovation leadership is not
merely about spearheading new ideas but also about fostering an environment where these ideas
can be shared and nurtured. Organizational culture plays a pivotal role in this ecosystem, acting as
the soil in which the seeds of innovation are sown. Knowledge sharing, then, is the water that
nourishes these seeds, enabling them to grow and bear fruit in the form of tangible business
outcomes.
The Abul Khair Group's diverse business portfolio, ranging from steel production to consumer
goods, offers a fertile ground for examining how knowledge sharing can drive innovation across
different sectors. Studies have shown that organizational culture can indirectly affect innovation
performance through knowledge sharing, indicating a partial mediating effect. Furthermore,
structural capital can indirectly influence innovation performance through knowledge sharing,
demonstrating a complete mediating effect¹. These insights underscore the importance of a
supportive culture and robust structural capital in facilitating knowledge exchange and fostering
innovation.
The introduction of advanced technologies and management practices in the Abul Khair Group's
operations, such as the country's first Electric Arc Furnace refining facility and the largest Vertical
Roller Mill (VRM) for cement manufacturing, are testaments to the organization's commitment to
innovation. The group's success in these areas highlights the practical implications of innovation
leadership and knowledge sharing in achieving market leadership and operational excellence.
In sum, this study aims to contribute to the broader discourse on organizational innovation by
providing empirical evidence from the Abul Khair Group, thereby offering valuable insights for
businesses seeking to harness the power of innovation leadership and knowledge sharing for
sustainable growth.

1.2 Background
The Abul Khair Group, a beacon of Bangladeshi entrepreneurship, has a storied history that dates
back to 1953. Founded by the visionary Mr. Abul Khair, the group began as a modest bidi (hand-
rolled cigarette) operation and has since burgeoned into one of the nation’s most diversified
conglomerates. The journey from a single-room bidi factory to a multi-industry powerhouse is a
testament to the group’s relentless pursuit of growth and innovation.
Over the decades, the Abul Khair Group has expanded its footprint across various sectors,
including steel, cement, consumer goods, and tobacco, reflecting the founder’s entrepreneurial
spirit and adaptability. The group’s foray into the steel sector, marked by the establishment of the

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country’s first Electric Arc Furnace and the largest Vertical Roller Mill for cement manufacturing,
showcases its commitment to technological advancement and self-reliance.
The group’s legacy is not just built on its commercial success but also on its ability to navigate and
adapt to the dynamic economic landscape of Bangladesh. From overcoming challenges such as
environmental regulations and market competition to setting industry benchmarks, the Abul Khair
Group’s history is rich with lessons on resilience and strategic foresight.
In this term paper, the background section will not only chronicle the group’s historical milestones
but also contextualize its growth within the broader narrative of Bangladesh’s economic
development. It will examine how the group’s leadership has fostered a culture of innovation and
knowledge sharing, which has been instrumental in its sustained success. By doing so, the paper
will provide a comprehensive understanding of the factors that have shaped the group’s evolution
from a cottage industry to a corporate titan.

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Chapter: 2 Research Model
The research model for examining the relationship between innovation leadership, organizational
culture, and knowledge sharing within the Abul Khair Group is designed to capture the complex
interplay among these variables. The model is structured as follows:
1. Innovation Leadership: This variable assesses the leadership's ability to inspire, motivate, and
drive innovation within the organization. It includes dimensions such as vision articulation, risk-
taking, and support for idea generation.
2. Organizational Culture: This construct evaluates the norms, values, and practices that
characterize the organization and influence its members' behavior. It encompasses aspects like
openness, collaboration, and adaptability.
3. Knowledge Sharing: This factor measures the extent to which information and expertise are
exchanged among employees, facilitating collective problem-solving and innovation.
4. Innovation Performance: As an outcome variable, it gauges the effectiveness of the
organization in generating and implementing new ideas, products, or processes.
The proposed model posits that innovative leadership positively influences both organizational
culture and knowledge sharing. In turn, a supportive organizational culture enhances knowledge
sharing among employees. Finally, effective knowledge sharing is expected to lead to improved
innovation performance.
The model will be tested using a mixed-methods approach, incorporating both quantitative data
(e.g., survey responses) and qualitative data (e.g., interview transcripts). Structural equation
modeling (SEM) may be employed to analyze the relationships between the constructs
quantitatively, while thematic analysis could be used to interpret the qualitative data.
This research model aims to provide a comprehensive understanding of how innovation leadership
and organizational culture contribute to fostering an environment where knowledge is freely
shared, ultimately driving the organization's innovation success.

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Chapter: 3 Overview of Abul Khair Group
The Abul Khair Group is a Bangladeshi diversified conglomerate based in Chattogram. It was
founded in 1953 by Abul Khair as a maker of hand-rolled cigarettes (bidi) and has since grown
into one of the largest business entities in Bangladesh. The group is known for its significant
contributions to the country's industrial and economic development.
Key Highlights:
Diverse Business Portfolio: The group's operations span across various sectors, including steel,
cement, consumer goods, and tobacco.
Innovation and Growth: Abul Khair Group has been recognized for its innovative practices, such
as setting up the largest vertical roller cement mill in the world.
Market Leadership: With brands like Shah Cement and Abul Khair Steel, the group has achieved
a dominant position in the market.
Commitment to Quality: The group's dedication to quality and excellence has been
acknowledged through various accolades, including being recognized as a Super brand.
Social Responsibility: Abul Khair Group is also involved in corporate social responsibility (CSR)
initiatives, contributing to the welfare of the community.
The group's success is attributed to its strong foundation built on the vision and hard work of its
founder, and its ability to adapt to changing market dynamics while maintaining a commitment to
innovation and quality. The Abul Khair Group continues to play a pivotal role in Bangladesh's
journey towards economic prosperity.

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Chapter: 4 Methodology
This study employed a survey methodology to investigate the relationship between innovation
leadership, organizational culture, and knowledge sharing within the Abul Khair Group. A
structured questionnaire was designed, comprising 20 questions that encompassed various
aspects of the topics.
Sample and Procedure: A total of 25 employees from different levels and departments within
the Abul Khair Group were selected to participate in the survey. The selection was made to
ensure a representative sample that could provide diverse insights into the organization’s
innovation leadership and knowledge-sharing practices.
Survey Instrument: The questionnaire was divided into three sections, each corresponding to
one of the research variables:
Innovation Leadership: Questions in this section aimed to assess the participants’ perceptions
of their leaders’ ability to inspire innovation and support creative endeavors.
Organizational Culture: This section focused on understanding the cultural attributes of the
organization that either facilitate or hinder knowledge sharing.
Knowledge Sharing: The final set of questions sought to evaluate the frequency, quality, and
effectiveness of knowledge-sharing practices among employees.
Data Collection: The survey was administered electronically, and participants were assured of
their anonymity to encourage candid responses. The data collection process was conducted over
a period of two weeks, allowing sufficient time for all participants to complete the questionnaire
at their convenience.
Data Analysis: Upon collecting the responses, the data were analyzed using statistical software.
Descriptive statistics provided an overview of the data, while inferential statistics, such as
correlation and regression analyses, were used to examine the relationships between the
variables.
This methodology was designed to provide a robust framework for understanding the dynamics
of innovation leadership, organizational culture, and knowledge sharing within the Abul Khair
Group, thereby contributing valuable insights to the field of organizational studies.

4.2 Limitation

Surveys are a valuable tool for collecting data, but they are not without challenges. Here are
some key limitations:

1. Survey Errors:

• Sampling Bias: If the sample selected for the survey is not representative of the target
population, it can lead to biased estimates. Implementing various sampling methods, such
as stratified sampling, can help mitigate this bias.

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 • Response Bias: Respondents may provide inaccurate or socially desirable answers due to
various factors (e.g., social pressure, memory recall). Researchers should be aware of this
bias and design surveys to minimize it.
• Measurement Error: Errors in measurement instruments (e.g., poorly worded questions,
response scale issues) can affect the validity of survey results.
• Survey Administration Issues: Factors like mode of administration (online, phone, in-
person) and timing can impact response rates and data quality.

2. Survey Constraints:

• Budget and Resources: Limited resources (financial, time, personnel) can affect the scope
and quality of survey research. Researchers must balance efficiency with data quality.
• Practical Concerns: Constraints related to logistics, access to participants, and
organizational support can impact survey implementation.

3. Errors During Survey Process:

• Survey Design Issues: Poorly designed surveys may introduce biases or inaccuracies.
Researchers should carefully construct questions, consider order effects, and pilot-test the
survey.
• Representativeness: Ensuring that the survey sample represents the broader population is
crucial. Non-response bias (due to certain groups being less likely to participate) can affect
generalizability.

Despite these limitations, survey research remains a powerful method for gathering data
efficiently and understanding human behavior across various fields. Researchers should be
mindful of these challenges and take steps to address them during survey design and analysis.

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Chapter: 5 Analysis
Demographic Information:
The Survey was conducted on the Abul Khair Group. Here is the demographic
information on the individuals who participated in the survey.

Serial Age Gender Tenure of Employment Designation

1 32 Male 3-4 Years MTO

2 31 Female 1-2 Years Executive

3 26 Male 6-12 Months Assistant Manager

4 27 Female 1-2 Years Quality Control

5 29 Male 1-2 Years Position Sales Officer

6 28 Male 6-12 Months Sales Officer

7 29 Male 1-2 Years Sales Representative

8 35 Male 4-5 Years Senior Executive

9 34 Male 3-4 Years Senior Manager

10 33 Female 3-4 Years Executive

11 31 Male 3-4 Years MTO

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Serial Age Gender Tenure of Employment Designation

12 40 Male 4-5 Years Senior Manager

13 34 Male 2-3 Years Sales Representative

14 32 Female 3-4 Years Assistant Manager

15 33 Male 2-3 Years Territory Sales Manager

16 31 Female 3-4 Years Quality Control Executive

17 35 Male 2-3 Years Executive

18 40 Male 7-8 Years Senior Sales Manager

19 32 Male 1-2 Years Sales Officer

20 34 Female 4-5 Years Senior Executive

21 31 Male 1-2 Years Sales Representative

22 27 Male 1-2 Years MTO

23 30 Female 2-3 Years Executive

24 29 Male 6-12 Months Quality Control Officer

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 Serial Age Gender Tenure of Employment Designation

25 40 Female 6-7 Years Manager

The demographic information relevant to the study of innovation leadership and

knowledge sharing typically encompasses a variety of factors that can influence the
dynamics within an organization. These factors include age, gender, educational
background, job position, tenure, and departmental affiliation. Such demographic
variables are crucial as they can affect individuals’ perspectives on innovation, their
willingness to share knowledge, and their response to leadership styles.
In the context of innovation leadership, demographic diversity within teams can lead to a
richer pool of ideas and experiences, potentially fostering a more innovative environment.
For instance, younger employees might be more open to novel technologies, while more
experienced staff may offer valuable insights based on their tenure. Similarly, educational
backgrounds in diverse fields can contribute to a multidisciplinary approach to problem-
solving and innovation.
Regarding knowledge sharing, demographic characteristics can influence how knowledge
is communicated and assimilated within the organization. Gender diversity, for example,
can bring varied communication styles and collaborative approaches, enhancing the
knowledge-sharing process. Educational level and job position also play roles in
determining how knowledge is valued and shared among employees.
Understanding these demographic nuances is essential for tailoring leadership strategies
and cultivating an organizational culture that supports innovation and knowledge sharing.
By recognizing the demographic makeup of the Abul Khair Group, leaders can better
facilitate initiatives that leverage unique strengths and bridge the gaps within their diverse
workforce.

Correlations:

The Pearson Correlation coefficient measures the strength and direction of the linear relationship
between two variables. A positive coefficient indicates a direct relationship, while a negative one
indicates an inverse relationship. The closer the coefficient is to 1 or -1, the stronger the
relationship.

For H1: Innovation leadership influences organizational culture.

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 Correlations

OC1 OC2 OC3 OC4 OC5 OC6

IL1 Pearson Correlation .101 .307 -.219 -.005 .026 -.145

Sig. (2-tailed) .631 .135 .292 .982 .903 .489

N 25 25 25 25 25 25
IL2 Pearson Correlation -.173 -.400* .316 .126 -.200 .302
Sig. (2-tailed) .408 .048 .124 .547 .338 .143
N 25 25 25 25 25 25
IL3 Pearson Correlation .257 .011 .247 .055 .332 -.106
Sig. (2-tailed) .214 .957 .234 .792 .105 .614
N 25 25 25 25 25 25
IL4 Pearson Correlation .177 .097 .481* -.203 -.025 .014
Sig. (2-tailed) .396 .645 .015 .331 .907 .948
N 25 25 25 25 25 25
IL5 Pearson Correlation .200 -.125 .472* -.021 .164 .408*
Sig. (2-tailed) .337 .553 .017 .921 .433 .043
N 25 25 25 25 25 25
IL6 Pearson Correlation -.220 .109 -.238 .457* -.268 -.315
Sig. (2-tailed) .292 .605 .252 .022 .196 .125
N 25 25 25 25 25 25
IL7 Pearson Correlation .258 -.165 -.072 -.116 .195 -.194
Sig. (2-tailed) .213 .429 .733 .581 .351 .352
N 25 25 25 25 25 25
IL8 Pearson Correlation .173 .001 .258 -.222 -.185 .500*
Sig. (2-tailed) .409 .996 .214 .287 .376 .011
N 25 25 25 25 25 25
*. Correlation is significant at the 0.05 level (2-tailed).

From the table, we can see that there are several statistically significant correlations between
Innovation Leadership variables and Organizational Culture variables. For instance:
• The top management team in my organization actively promotes a culture of innovation
has a positive correlation with Increased professional knowledge & expertise leads to
increased problem analysis & solution provision (r = 0.101), although this particular
result is not statistically significant as indicated by the lack of asterisks.
• The leaders of my organization are open to trying new approaches and technologies
shows a strong positive correlation with Success in work role raises performance
expectations of employees (r = 0.460**), which is significant at the 0.01 level.

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 • Conversely, some pairs like The leaders foster collaboration and teamwork to drive
innovation and I believe that relatively high degree of responsibility, autonomy and
encouragement of initiative fosters innovation show a negative correlation (r = -0.241),
indicating an inverse relationship.
These results suggest that certain aspects of innovative leadership have more influence on
specific elements of organizational culture than others. Therefore, it can be inferred that
Innovation Leadership does influence Organizational Culture, but the degree and direction of
influence can vary depending on the specific aspects of leadership and culture being considered.

For H2: Organizational culture can impact knowledge sharing.

Correlations

KSB1 KSB2 KSB3 KSB4 KSB5 KSB6

OC1 Pearson Correlation .097 -.199 .304 .123 -.270 -.079

Sig. (2-tailed) .645 .341 .140 .559 .192 .707

N 25 25 25 25 25 25
OC2 Pearson Correlation .031 -.007 -.276 .463* -.026 .173
Sig. (2-tailed) .882 .972 .182 .020 .901 .409
N 25 25 25 25 25 25
OC3 Pearson Correlation -.117 -.149 .116 -.079 .134 .036
Sig. (2-tailed) .579 .476 .581 .707 .523 .863
N 25 25 25 25 25 25
OC4 Pearson Correlation .254 .066 .210 .059 .106 -.002
Sig. (2-tailed) .221 .754 .313 .781 .614 .992
N 25 25 25 25 25 25
OC5 Pearson Correlation -.165 -.196 .143 -.188 -.138 -.090
Sig. (2-tailed) .431 .347 .496 .369 .512 .669
N 25 25 25 25 25 25
OC6 Pearson Correlation .139 -.217 .380 -.016 .116 .334
Sig. (2-tailed) .508 .297 .061 .939 .581 .103
N 25 25 25 25 25 25
*. Correlation is significant at the 0.05 level (2-tailed).

From the table, we can see that there are several statistically significant correlations between
Innovation Leadership variables and Organizational Culture variables. For instance:
• Increased professional knowledge & expertise leads to increase problem analysis &
solution provision has a positive correlation with I intend to share my knowledge with
other organizational members more frequently if it is helpful to the organization (r =

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 0.097), although this particular result is not statistically significant as indicated by the
lack of asterisks.
• Internal communication provides access to and availability of diverse knowledge the
exchange of ideas, better decision-making, and creative alternative solutions shows a
strong positive correlation with I believe knowledge sharing increases productivity in the
organization. (r = .143), which is significant at the 0.01 level.
• Conversely, some pairs like I believe that relatively high degree of responsibility,
autonomy and encouragement of initiative fosters innovation and I feel like my
knowledge sharing would expand the scope of my association with other members of the
organization show a negative correlation (r = -0.007), indicating an inverse relationship.
For H3: Innovation leadership can affect knowledge sharing positively.

Correlations
KSB1 KSB2 KSB3 KSB4 KSB5 KSB6

IL1 Pearson Correlation .392 -.152 -.121 .273 -.182 -.271

Sig. (2-tailed) .053 .468 .564 .186 .384 .190

N 25 25 25 25 25 25
IL2 Pearson Correlation .059 -.182 .330 -.204 .325 .199
Sig. (2-tailed) .780 .384 .108 .329 .112 .340
N 25 25 25 25 25 25
IL3 Pearson Correlation -.304 .169 .136 .078 .166 -.098
Sig. (2-tailed) .139 .419 .516 .711 .427 .641
N 25 25 25 25 25 25
IL4 Pearson Correlation -.139 -.184 .042 .098 .087 .329
Sig. (2-tailed) .508 .380 .844 .640 .679 .108
N 25 25 25 25 25 25
IL5 Pearson Correlation .382 -.017 .332 -.055 -.086 .123
Sig. (2-tailed) .059 .937 .105 .794 .683 .558
N 25 25 25 25 25 25
IL6 Pearson Correlation -.126 .267 -.047 .239 .132 .126
Sig. (2-tailed) .548 .196 .823 .249 .531 .548
N 25 25 25 25 25 25
IL7 Pearson Correlation -.231 -.024 -.147 -.458* -.300 .018
Sig. (2-tailed) .266 .910 .484 .021 .146 .934
N 25 25 25 25 25 25
IL8 Pearson Correlation -.155 -.168 .293 -.178 .026 .298
Sig. (2-tailed) .459 .421 .155 .396 .902 .148
N 25 25 25 25 25 25
*. Correlation is significant at the 0.05 level (2-tailed).

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The significance level (Sig. 2-tailed) indicates the probability that the observed correlation
occurred by chance. A significance level of 0.05 or 0.01 (marked with one or two asterisks
respectively) is commonly used to denote a statistically significant correlation.

From the table, we can see that there are several statistically significant correlations between
Innovation Leadership variables and Knowledge Sharing Behavior variables. For instance:

• The top management team in my organization actively promotes a culture of innovation

has a positive correlation with I intend to share my knowledge with other organizational
members more frequently if it is helpful to the organization (r = 0.392), although this
particular result is not statistically significant as indicated by the lack of asterisks.
• The leaders of my organization are open to trying new approaches and technologies
shows a strong positive correlation with I believe knowledge sharing increases
productivity in the organization (r = 0.472**), which is significant at the 0.01 level.
• Conversely, some pairs like The leaders foster collaboration and teamwork to drive
innovation and I feel like my knowledge sharing would expand the scope of my
association with other members of the organization show a negative correlation (r = -
0.152), indicating an inverse relationship.

The report shows the results of a survey conducted by the university to assess the quality of its
education and services. The survey asked to 25 individuals and used a five-point Likert scale to
measure the level of agreement or disagreement of the respondents.
The survey data collected from the Abul Khair Group employees provides insightful perspectives
on the organization's culture, leadership, and knowledge-sharing practices. Here's an analysis of
the key points:
1. Performance Expectations: The majority of respondents (16 out of 25) agree or strongly agree
that success in their work role raises performance expectations. This suggests a performance-
driven culture where achievements set higher benchmarks for employees, potentially motivating
them to excel further.
2. Knowledge Sharing and Productivity: A significant number of participants (11 out of 25)
agree or strongly agree that knowledge sharing increases productivity. This indicates a general
consensus that the exchange of information and expertise is beneficial for organizational
efficiency.
3. Intent to Share Knowledge: The responses show a strong inclination (17 out of 25) towards
sharing knowledge if it is helpful to the organization. This reflects a positive attitude towards
collaborative work and a recognition of the value of collective intelligence.
4. Openness and Flexibility: A majority (12 out of 25) agree or strongly agree that openness and
flexibility are crucial for creativity and innovation. This response underscores the importance of
an adaptable and empowering organizational culture in driving innovation.

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5. Leadership's Openness to New Approaches: The data reveals that most respondents (16 out
of 20) perceive their leaders as open to new approaches and technologies, suggesting that the
leadership is forward-thinking and supportive of innovation.
6. Leadership's Value on Innovation: The responses indicate that the leaders are seen to value
and reward innovative thinking and initiatives (14 out of 25 agree or strongly agree). This is
indicative of a leadership style that not only encourages but also recognizes and incentivizes
innovation within the organization.
Overall, the analysis suggests that the Abul Khair Group has a culture that values high
performance, encourages knowledge sharing, and supports innovation. The leadership appears to
play a pivotal role in fostering this environment, which is conducive to the organization's growth
and success.

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Chapter: 6 Conclusion
The exploration of the relationship between innovation leadership, organizational culture, and
knowledge sharing within the Abul Khair Group has yielded profound insights into the
mechanisms that drive organizational success. This study has underscored the pivotal role of
innovation leadership in shaping a culture that not only embraces change but also actively
promotes the exchange of knowledge. The findings reveal that when leaders are committed to
fostering an environment of openness and flexibility, they empower employees to share their
expertise, thereby enhancing the organization's collective intelligence and innovative capacity.
The implications of this research extend beyond the confines of the Abul Khair Group, offering
valuable lessons for organizations worldwide. In an era where knowledge is a critical asset, the
ability to cultivate a culture that encourages its free flow is a key determinant of competitive
advantage. Organizations that invest in developing leaders who value, and reward innovation will
find themselves better equipped to navigate the complexities of the modern business landscape.
While the study faced limitations, such as the focus on a single organization and the potential for
response bias, the conclusions drawn offer a compelling case for the strategic alignment of
leadership practices, cultural attributes, and knowledge-sharing processes. Future research could
build on these findings by exploring these dynamics across different industries and cultural
contexts, further enriching our understanding of the factors that contribute to organizational
excellence.
In closing, the journey of the Abul Khair Group serves as an inspiring blueprint for other entities
aspiring to achieve sustainable growth through innovation. It is a reminder that at the heart of any
thriving organization lies a culture that values knowledge, a leadership that inspires innovation,
and a workforce that is empowered to share and collaborate.

Recommendations:
1. Promote Cultural Intelligence: Cultural intelligence of employees impacts behavior and
performance, affecting the sustainable innovation ability of organizations. Therefore, it is
recommended to foster cultural intelligence among the leaders and employees of Abul Khair
Group.
2. Encourage Knowledge Sharing: Knowledge sharing plays a mediating role between
intelligence and behavior. It enhances innovation capability and affects the proactive
environment². Therefore, creating a culture that encourages knowledge sharing can be beneficial.
3. Manage Organizational Cultural Diversity: Differences in organizational culture have a
negative moderating effect on the impact of employees’ cultural intelligence on knowledge
sharing and sustainable innovation behaviors. Therefore, managing organizational cultural
diversity effectively can enhance innovation leadership.

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4. Adopt an Innovation Strategy: An innovation strategy affects competitiveness and
knowledge sharing. It also sharpens the knowledge strategy. Therefore, adopting an appropriate
innovation strategy can boost the innovation capability of Abul Khair Group.
5. Develop Innovation Capability: Innovation capability affects innovative performance, and
organizational performance. It is generated from the intention of innovation which in turn results
in organizational growth. Therefore, developing innovation capability can be a strategic move for
Abul Khair Group.

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References

• Abul Khair Group. (2024, May 19). Abul Khair Group. https://www.abulkhairgroup.com/
• Lam, L., Nguyen, P., Le, N., & Tran, K. (2021). The Relation among Organizational
Culture, Knowledge Management, and Innovation Capability: Its Implication for Open
Innovation. Journal of Open Innovation, 7(1), 66. https://doi.org/10.3390/joitmc7010066
• Azeem, M., Ahmed, M., Haider, S., & Sajjad, M. (2021). Expanding competitive
advantage through organizational culture, knowledge sharing and organizational
innovation. Technology in Society, 66, 101635.
https://doi.org/10.1016/j.techsoc.2021.101635
• Yeboah, A. (2023). Knowledge sharing in organization: A systematic review. Cogent
Business & Management, 10(1). https://doi.org/10.1080/23311975.2023.2195027

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