Paper Title
USING KNOWLEDGE MANAGEMENT TO ENHANCE EMPLOYEE INNOVATION: IMPLICATIONS FOR ORGANIZATIONAL PERFORMANCE AND THE ROLE OF LEADERSHIP STYLE

Abstract
To gain competitive advantage and achieve higher performance in today’s hyper-competitive and dynamic global marketplace, firms must build the capacity of their human resource to improve performace and Knowledge Management (KM) has proven to be one of such dynamic capabilities. This study looks at the mediating effect of employee innovation in the relationship between KM and organizational performance and the role of leadership style by presenting the Knowledge-Based Theory and Full-Range Leadership Framework (FRLF) with its associated hypothesis for testing. A survey design using case study approach was adopted to collect quantitative data from four organizations in the Energy, Micro Banking and Education sector in Ghana and analyzed by Structural Equation Modeling (SEM) using AMOS (Analysis of a Moment Structures). Results show that KM has a strong and positive relationship with organizational performance and transformational and transactional leadership styles are good moderators of this relationship. However employee innovation has a weak mediating effect, showing a statistically insignificant value in the two-tailed correlation test. Keywords - Knowledge Manahement, Employee Innovation, Leadership Style, Organizational Performance.