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Collected data were analyzed using partial least squares path modeling to test the hypotheses.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title><jats:p>The study\u2019s findings revealed positive and significant linear connection among leadership (leading organization, leading people and leading self), trust, knowledge management and organizational performance.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Practical implications<\/jats:title><jats:p>The findings imply that effective leadership (leading organization, leading people and leading self) contributes to elevated trust among people, promotes the successful implementation of knowledge management processes, and in turn enhances organizational performance. Therefore, leadership training and development must be a top strategic priority for any organization.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title><jats:p>This study enriches the literature by demonstrating that effective leadership stands as the bedrock of the elevated trust, the successful knowledge management processes and the enhanced organizational performance.<\/jats:p><\/jats:sec>","DOI":"10.1108\/imds-02-2016-0072","type":"journal-article","created":{"date-parts":[[2017,3,29]],"date-time":"2017-03-29T09:03:54Z","timestamp":1490778234000},"page":"521-537","source":"Crossref","is-referenced-by-count":150,"title":["The impact of leadership on trust, knowledge management, and organizational performance"],"prefix":"10.1108","volume":"117","author":[{"given":"Alex","family":"Koohang","sequence":"first","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"Joanna","family":"Paliszkiewicz","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"Jerzy","family":"Goluchowski","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"140","reference":[{"issue":"5","key":"key2020120809485171300_ref001","doi-asserted-by":"crossref","first-page":"1123","DOI":"10.1287\/orsc.1100.0621","article-title":"Organizational learning: from experience to knowledge","volume":"22","year":"2011","journal-title":"Organization Science"},{"issue":"6","key":"key2020120809485171300_ref002","doi-asserted-by":"crossref","first-page":"801","DOI":"10.1016\/j.leaqua.2004.09.003","article-title":"Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors","volume":"15","year":"2004","journal-title":"Leadership Quarterly"},{"issue":"4","key":"key2020120809485171300_ref003","doi-asserted-by":"crossref","first-page":"779","DOI":"10.2307\/256712","article-title":"The impact of human resource management on organizational performance: progress and prospects","volume":"39","year":"1996","journal-title":"Academy of Management Journal"},{"key":"key2020120809485171300_ref004","volume-title":"Leaders: The Strategies for Taking Charge","year":"1985"},{"issue":"4","key":"key2020120809485171300_ref005","doi-asserted-by":"crossref","first-page":"1479","DOI":"10.19030\/jabr.v31i4.9331","article-title":"Focusing the mediating role of knowledge management practices: how does institutional and interpersonal trust support exploitative and exploratory innovation?","volume":"31","year":"2015","journal-title":"Journal of Applied Business Research"},{"issue":"3","key":"key2020120809485171300_ref006","doi-asserted-by":"crossref","first-page":"9","DOI":"10.1002\/piq.20116","article-title":"A cross-disciplinary literature review: examining trust on virtual teams","volume":"24","year":"2011","journal-title":"Performance Improvement Quarterly"},{"key":"key2020120809485171300_ref007","unstructured":"Bromiley, P. and Cummings, L. 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