Introduction
Knowledge is considered the vital artery and the main pillar of knowledge-based companies, and the employees of these organizations, who are known as knowledge workers, are considered the driving force and the main factor of knowledge production. Knowledge-based organizations play an important role in today's knowledge-based economy. However, these companies are facing various challenges in their growth path. One of the most important issues is the leadership challenge of their academic staff. Management and leadership models in the age of knowledge are no longer able to motivate knowledge workers and should be revised. In addition to these, knowledge-based companies are faced with emerging changes and developments in the economic, social, technological, cultural and political environments, and considering that knowledge forms the main process of these companies, they are more exposed to changes, so they require a unique leadership style. There are people who take advantage of patterns that are suitable for the company and its employees in order for the company to remain competitive. Therefore, the most important goal of the current research; the design of the leadership model of knowledge-based companies.
Methodology
It was conducted via mixed research methodology (qualitative-quantitative). In the qualitative section, the Grounded Theory was employed. In this section, the research field included senior managers of knowledge-based enterprises in Isfahan City and academic experts. Among these, 17 persons were selected via theoretical sampling. Then, semi-structured deep interviews were carried out and the obtained data reached theoretical saturation. For data analysis, Strauss and Corbin's systematic framework were utilized. The obtained results of this section have been presented in the form of six factors, i.e. causal factors, axial phenomenon, underlying conditions, intervening conditions, and strategies and consequences. The statistical population in the quantitative section included managers and experts of knowledge-based enterprises. According to the results of the qualitative section, a researcher self-made questionnaire was prepared that contained 33 items. Validity of the questionnaire was evaluated using the opinions of professors and experts and the suggested modifications were applied after receiving the feedback. Reliability of the questionnaire was calculated by means of the Cronbach's alpha coefficient. Having determined the validity and reliability of the questionnaire and estimated the sample size, the questionnaires were distributed among 220 persons using random classified sampling. Structural equation modeling and confirmatory factor analysis with the help of Amose software were used for data analysis. Results and Discussion
According to the findings, thus, enhanced professionalism and specialization, knowledge nature of the knowledge-based enterprise, maintaining the survival and continuity, reinforcing the competitive advantage and environmental dynamism, and capability of the enterprise in coping with the environmental changes were introduced as causal factors; directing of learning, the role model leader, creating the knowledge space, and support of leadership from learning were introduced as components of axial phenomenon; technological context and infrastructures, knowledge sharing infrastructure and knowledge employees, cultural context, economic context, structural and control context, and interactive and communicative contexts were introduced as underlying factors; socio-cultural factors, economic factors, legal factors, the government and the affiliated institutions were introduced as intervening factors; motivation-oriented strategies, attracting and retaining of the competent workforce, improving the climate of participation, the use of potential extra-organizational capacities, knowledge creation and knowledge storage, infrastructure-based strategies, financing, and education-oriented and cultural strategies were introduced as strategies; improved performance and competitive advantage, job satisfaction, improved quality of working life, durability of knowledge employees and stability of the enterprise, sense of belonging and mental-cognitive involvement of employees, continuous improvement and development of skills of knowledge employees, and economic and social consequences were introduced as consequences of the leadership model for knowledge-oriented enterprises.
Conclusion
Based on the results of the present research, according to the nature, characteristics and special conditions of knowledge-based companies, the leadership model of these companies is different from other companies. Because according to the contingent leadership theory, the leadership style is a function of the characteristics of the leader, followers and the environment. Considering that most employees of knowledge-based companies are talented people; But their permanence and durability in the company is not an easy task, keeping these employees, guiding and directing them, and stimulating motivation, creativity and innovation in these professional employees are among the main reasons for the need for a special leadership model in these companies. Also, the existence of tight competition in the specialized field of knowledge-based companies and the necessity of their competitiveness as one of the most important features and needs of knowledge-based companies is one of the main causes of the need for a special leadership model in these companies. In addition, in order to prevent stagnation, decline and organizational deterioration and to continue organizational life with vitality and better work rotation, to create stability in the path of knowledge and foresight and survival; the existence of a leadership style appropriate to the nature of knowledge-based companies is inevitable.