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The relationship of various leadership styles to knowledge management
Leadership & Organization Development Journal
Abstract
Behavioural and interpersonal skills most often cited as essential for successful knowledge management (acquisition). Unfortunately, little is known about the roles played by leadership in the process of knowledge acquisition. A survey of 227 persons who are, or have been engaged in knowledge acquisition activities was undertaken to investigate the relationship between different leadership style dimensions and a number of knowledge acquisition attributes. Results indicate that the leadership styles that involve human interaction and encourage participative decision-making processes are positively related to the skills and traits that are essential for knowledge management.
... Any drastic shift may result in setting up new goals and a new structure to the detriment of organizational culture which may have consequences at all levels within the organization (Appiah & Amfo-Antiri, 2019). Employees may possess talents and personal traits, but they still need leadership, especially ethical leadership to shape their behaviours in the organization, since only talents and traits cannot create and sustain outstanding performance to enable the organization retain its culture and to achieve its set objectives (Politis, 2001). Ethical leadership is a kind of emotional bond that encourages employees to develop desirable behaviour and articulate clear and consistent sense of purpose (Appiah & Amfo-Antiri, 2019). ...
... "The collectivist culture in Japan places prime emphasis on the group rather than the individual, so the importance of individuals' own personality, needs, and desires is minimized" (Mbah, 2016 .4). Leadership generates trait, shapes behaviour and the power to influence others (Politis 2001). Leadership is a technique that leaders use to influence the behaviour and beliefs of their followers so that they can move along with them (Wright & Taylor, 1994). ...
... Leadership is not just the enforcement of new directives to demand change in employee's behaviour (Matkó, 2013). Effective leadership shapes employees behaviour and gears towards labourer own comfort and the accomplishment of organizational goals (Politis, 2001). Leader's behaviour that demands employee's dependence undermines ethics, mobilization and efficiency, and the employee mobilization defines a leader's behaviour that creates an internal commitment to achieve additional new goals (Mbah, 2016). ...
This study establishes the relationship between organizational culture and organizational strategy. It also seeks to find out how a successful organization relies on its culture as a strategy to survive unstable economic conditions. In this paper, pragmatic articles on organizational culture and organizational strategy were exclusively reviewed. Authors of previous studies defined organizational culture as beliefs, assumptions and values of an organization while an organizational strategy is all about the actions an organization takes to achieve long-term goals. The literature explicitly confirmed that these two concepts are linked and had worked successfully for organizations. The review found that organizational strategy begins with a summary of the organization's beliefs, norms and values, and that organizational culture and strategy are intertwined. The study further confirmed that organizational culture could be considered as an organizational strategy because both serve the same purpose. The outcome of the study shows that organizational culture in itself is a unique strategy for organizational development. The results suggest that an organization maintains its culture as a strategy to gain a competitive advantage over its competitors.
... Knowledge management is the only management activity in the organization (Novak et al., 2020). The central role of leaders in the organization was also researched by Politis (2001) who found a relationship between leadership and various knowledge management attributes. Furthermore, Politis (2002) revealed that the role of leadership is able to increase the change from information to knowledge creation and knowledge sharing for all employees. ...
... The role of leadership in managing knowledge in organizations has long been discussed and presented clearly by Cleveland (1985in Singh 2008. Empirical evidence from Politis (2001) found a relationship between self-management, leadership and various knowledge management attributes. The results of this study are emphasized by Koohang et al. (2017) that there is a significant positive relationship between effective leadership and knowledge management. ...
The subject of patient safety culture has attracted international interest. However, implementing these patient safety policies and practices is not easy, as significant challenges remain. This study analyzes the influence of clinical leadership effectiveness on patient safety culture by distributing questionnaires to 237 nurses in Hospital “X” in West Nusa Tenggara. Structural Equation Modeling (SEM) based on Partial Least Square (PLS) was used for data analysis and knowledge management was placed as a mediating variable in this study. It was found that the effectiveness of clinical leadership has a significant effect on patient safety culture. Thus, this study opens the scope of clinical leadership research in hospitals by exploring the effectiveness of leadership on patient safety culture. The role of clinical leaders in creating a patient safety culture with the mediation of knowledge management was also examined.
... Therefore, in a knowledge-based business environment, leadership styles must be knowledge-based, just like KOL. Politis, (2001) argues that KS can be achieved through appropriate leadership style and properly managing to employees. Therefore, this study also suggests the importance of KOL for effective control activities in all companies. ...
... knowledge that can be gained with Knowledge sharing.Lawson et al., 2009 argue that companies allow managers/leaders to apply EKS, which can affect the company's performance in terms of business performance. WhereHarlow (2008), argue that TKS exists in the minds of managers and employees and constitutes a competitive advantage for all organization.Politis (2001) focuses on the relationship between KS and leadership style as described above. KS strategically relies on tacit and explicit procedures ...
USA), The University of New South Wales (Australia). Since 2013, the IJIBM has been included into the ProQuest (ABI/INFORM Global) list. Since 2014, the IJIBM has been included into the National Science Library (Chinese Academy of Sciences) one of the top databases in China. IJIBM is an international journal that brings together research papers on all aspects of Information, Business and Management in all areas. The journal focuses on research that stems from academic and industrial need and can guide the activities of managers, consultants, software developers and researchers. It publishes accessible articles on research and industrial applications, new techniques and development trends. IJIBM serves the academic and professional purposes for those such as scientists, professionals, educators, social workers and managers. It provides new methodology, techniques, models and practical applications in various areas.
... Ahmed et al. (2002) indicate that leadership role in managing knowledge is to install a culture and climate that fosters and acknowledges knowledge at every organisational level. In order to build cultures for sharing and learning, the leaders in the organisation are required to identify, recruit, develop, train, encourage and allow knowledge competitions throughout the organisation (Ahmed et al, 2002;Politis, 2001). However, the leader's role in this scenario with regards to creating culture and climate is not only about what they say but also about. ...
... How a leader influences the effectiveness of innovation and knowledge management is of interest, but little research is evident. Some empirical investigations (Cleland, 1995;Eppler and Sukowski, 2000;Kodama, 2004;Krause, 2004;Kangis and Liz, 2000;Politis, '2001) show that leaders play various roles in knowledge management activities as well as in team innovation. However, what role a leader plays in this particular context remains unclear. ...
p>This thesis focuses on how knowledge management activities are undertaken in innovation processes. The research adopts Snowden’s perspective of context management to refer to knowledge management in technological innovation. In particular, the research investigates knowledge management activities within a team context, rather than focusing on organisational knowledge management systems. Hence, this research raises the overall research question ‘how are knowledge management activities initiated and undertaken to enhance innovation activities,’ which were then broken down into three sub-questions.
This research investigates four IT R&D teams in an IT institute in Taiwan to explore how knowledge management related activities take place within technological innovation contexts.
A case study approach was adopted and through semi-structured interviews, team observation and documentary review data was collected to identify key themes, that aid in our understanding of knowledge management related processes within innovation teams. The literature review and the analysis of the data generated a conceptual model for team knowledge management which comprises eight elements, namely, project characteristics, R&D processes, R&D context, team operation, information systems, individual and team learning knowledge management in practice and innovation practice and performance.
The model evidences that on initiation of a project, specific project characteristics, a team’s R&D process and context, and a team’s operation are determinants of how information systems are used, how individual and team learning takes place, and how and what knowledge management activities are performed. By understanding these processes, teams are able to improve their innovation capabilities which may result in better innovation practice.</p
... The existing studies have generally referred to the top-management role in nurturing a culture where employees cultivate their knowledge and contribute to their knowledge resources (Lakshman, 2009). They have addressed the issue more purposefully by using relevant terms like organisational knowledge-leadership or knowledge-enabled leadership (Lakshman, 2009;Politis, 2001). By adopting knowledge-sharing as a dependent variable, previous studies have quantitatively focused on different styles such as transformational or empowering leadership (Politis, 2001). ...
... They have addressed the issue more purposefully by using relevant terms like organisational knowledge-leadership or knowledge-enabled leadership (Lakshman, 2009;Politis, 2001). By adopting knowledge-sharing as a dependent variable, previous studies have quantitatively focused on different styles such as transformational or empowering leadership (Politis, 2001). Unlike the non-educational literature, which is very broad, educational research is limited and classified into four groups. ...
Purpose
Knowledge-sharing is a valuable learning activity among teachers that leads to individual and collective professional development and contributes to students' learning outcomes and school effectiveness. However, teachers are generally weak at knowledge-sharing and are often professionally isolated from colleagues. Regardless of the general and context-specific reasons for this weakness, researchers believe that principals' knowledge-sharing leadership (KSL) can influence teachers' knowledge-sharing behaviours (KSB). Nevertheless, little is known about how it can exert its impact. In addition, given the precedence of teachers' beliefs and intentions over their behaviours, the mechanism of this impact has not yet been investigated based on this sequence. This study seeks to investigate and compare this impact in the form of two competing models, including the theory of reasoned action and planned behaviour. Both models consider KSB due to teachers' beliefs and intentions.
Design/methodology/approach
In total, 445 teachers completed an online form comprising two scales, including KSL and the knowledge-sharing belief-intention-behaviour. Data were analysed using structural equation modelling (SEM).
Findings
The model hypothesising the impact of KSL on constructs of the theory of reasoned action had a better fit with the data. The direct and indirect relationships analysis showed that KSL directly affects two fundamental beliefs of teachers, including attitudes toward knowledge-sharing (ATKS) and subjective norms (SN). Also, these beliefs directly affected teachers' intentions and, ultimately, their KSB indirectly.
Originality/value
This study contributes to the school leadership literature. Further, it has supported the theory of reasoned action when the teacher's KSB is targeted. Although researchers previously have adopted this theory, they have focused more on containing constructs while neglecting principal-related external variables. Finally, this study provides insights into principals' training programs. While principals may try to be knowledge-sharing leaders through self-practising competencies, they should be purposefully trained.
... Therefore, by employing intellectual and knowledge leadership practice tools such as data, evidence, and analysis, intellectual leaders are more likely to achieve sustainable development goals through the knowledge management process. They do not necessarily manage knowledge directly but make decisions or manage operations or employees by applying knowledge [15,31]. Information technology, especially, helps leaders identify and analyze data, and leaders quickly discover successful sustainability strategies [32]. ...
... From the perspective of knowledge management, the results of this study highlight that intellectual leaders in an organization play a critical role in promoting economic sustainability performance. Specifically, intellectual leadership positively impacts economic sustainability performance by making a decision and guiding employees by using data and evidence of information in uncertain and complicated sustainability situations [15,29,31]. ...
This study aims to examine the indirect mechanism by which intellectual leadership practices influence sustainability outcomes. By using the multi-source data from 289 manufacturing firms around the world, regression and bootstrapping analysis are applied to test both the mediation and moderated mediation models. The findings show that environmental competitive advantage indirectly mediates the relationship between intellectual leadership practices and sustainability outcomes. In addition, the indirect mediating relationship is strengthened as the level of employees’ multifunctionality increases. By exploring the jointed effect of intellectual leadership practices and employees’ multifunctionality on sustainability outcomes, this study provides insights into how manufacturers effectively enhance the economic consequences of sustainability management.
... Singh [2008], in a research entitled \the role of leadership in knowledge management", showed that consulting leadership styles and delegation of authority have positive and signi¯cant impacts on knowledge management. Politis [2001] also found that self-management, and transformational and consideration-oriented leadership styles have positive and signi¯cant impacts on knowledge management features. Thus, taking into account these attitudes towards leadership and its role in knowledge management programs, it can therefore be concluded that there might be a dynamic relationship between leadership and key factors of knowledge management success. ...
... It should be noted that the obtained results, though, are somehow di®erent compared to others' works. As an illustration, Politis [2001] showed that the transformational, selfmanagement, and structure-oriented leadership styles had positive impacts on some of the knowledge management features. Kumar [2008] also demonstrated that both command-based and supportive leadership styles had negative and signi¯cant impacts, while the consulting and delegating styles positively a®ected knowledge management in studying organizations. ...
This study proposed a model to examine the impact of various leadership styles on knowledge management. This case study identified the best leadership style, which can affect the key factors of the knowledge management success. The statistical population was composed of all staff of the Pars Khodro Company headquarters in Iran, in which 226 people were accordingly chosen as the sample. The required data for examining research hypotheses were also collected using questionnaire. Results revealed the impact of leadership styles on knowledge management. The transformational leadership style was consequently found to have a positive and significant impact on the knowledge management key success factors, in contrast with other leadership styles including self-management, pragmatic, conservative and structure-based.
... Transformational leadership styles and the interpersonal skills that underpin them have been demonstrated to be essential for successful knowledge management in large organizations [30,31]. Such leadership styles are more positively correlated with good knowledge management practices than transactional leadership traits [32]. ...
There is a pressing need for public administration leaders to exhibit expertise-based intuitive leadership traits for developing countries to respond to sustainability challenges. While the importance of explicit and tacit knowledge to underpin expertise-based intuitive decision-making is known, public service leaders of developing countries can lack these traits. It is necessary to explore the reasons for leadership skills gaps in order to define remedial actions, such as better executive development training. This study conducts 28 in-depth interviews with public administration leaders, managers, and executive training professionals in Pakistan to address the challenge of how to build expertise-based intuitive leadership traits in public administration leaders. The main findings highlight deficiencies in domain-specific knowledge and soft skills. Deficits in the formal training of leaders and the negative contribution of cultural preconditions both result in explicit and tacit knowledge gaps that undermine expertise-based intuitive decision-making. An "iceberg of expertise-based leadership" model is conceptualized, extending on previous models, to describe the intangible role that explicit and tacit knowledge play in the visible expression of leadership skills. The relevance of this model for the success of public sector-led initiatives for sustainable development is highlighted.
... Ich wpływ opiera się na sile argumentacji oraz dowodzi troski o indywidualnego pracownika i jego osobisty rozwój. Podczas gdy zaangażowany styl przywództwa, taki jak przywództwo transformacyjne, pozostaje w dużej mierze zgodny z koncepcją wolności jakościowej, to style przywództwa zorientowane na samozarządzanie są w jeszcze większym stopniu spójne z tak pojmowaną wolnością (Politis, 2001). Samorządność, choć nie poprzez zwykły leseferyzm, jest tym, za czym podąża jakościowa idea wolności. ...
The modern world expects socially responsible activities from business. The results of such activities determine the social effectiveness of business. It is expressed by the application by enterprises of principles, policies and practices related to the concept of Corporate Social Responsibility (CSR). CSR at the manager level, which is the subject of the analysis in this monograph, is associated with the recognition that managers have free choice in making decisions. They can use it to fulfill the
company’s social obligations and achieve socially responsible results. These results depend on managers’ application of humanistic principles in human resources management. Considering the importance and topicality of issues related to the social involvement of enterprises, the aim of this study was to identify the opportunities inherent in CSR activities at the level of managerial discretion. It has been proven that managerial discretion combined with a humanistic management style leads to the development of humanistic business responsibility. To highlight the humanistic approach to business, it was compared with the economic approach.
Thus, presenting the fundamental differences in their assumptions as to the essence of man, and pointing to the differences in the values recognized in both paradigms as well as the organizational cultures created within them.
Management based on the economic paradigm sees the essence of man in the concept of homo economicus, which is a guarantor of the rational economy of human activities. In humanistic management, the concept of zoon politikon is applied, referring to the definition of man as a being striving for full and active participation in social life. Values characteristic of humanistic management are interpersonal and moral values, while values characteristic of economic management are intrapersonal and competence-based. Both paradigms create organizational cultures with different orientations. The perception a human being, the preferences of values, and the resulting orientations of organizational cultures influence the results of discretionary actions of managers in the sphere of CSR. These, in turn, affect social effectiveness of those organizations.
The contents of this monograph link the issues of CSR with the humanistic trend in management. This monograph can be helpful in seeking answers to the question of what should be changed in the way of thinking about management to make it more economically and socially effective. The monograph indicates one of the possible ways to achieve this goal – by applying the concept of humanistic corporate responsibility implemented at the individual CSR level in managerial practice.
... Pedraja-Rejas, Rodríguez-Ponce y Rodríguez-Ponce (2006) indican que en la medida en que el estilo de liderazgo existente en una organización sea claro y adecuadamente ejercido, se genera un sentido de dirección que apoya positivamente la gestión del conocimiento, constituyendo un factor escencial para lograr el éxito de la gestión del conocimiento (Pan y Scabrough, 1999), donde los estilos de liderazgo participativos en los procesos de toma de decisions se relacionan positivamente con una adecuada gestión del conocimiento (Politis , 2001). Los planteamientos anteriores permiten la formulación de las siguientes hipótesis de investigación: El conocimiento generado en una organización puede ser almacenado para ser aprovechado en el futuro, permitiendo su recuperación para ser utilizado en los procesos de toma de decisiones y en la mejora y perfección de los productos y/o servicios (Hernández, 2016), siendo este almacenamiento de utilidad para retener y recuperar el conocimiento de manera de generar nuevo conocimiento, permitiendo que la organización aprenda (Fainholc, 2006). ...
Este estudio tiene como objetivo determinar una relación entre el liderazgo y la gestión del conocimiento, y su incidencia en el comportamiento organizativo (satisfacción laboral, compromiso organizativo y rendimiento organizativo). Para ello se aplican encuestas a trabajadores relacionados con la gestión de empesas forestales de Chile. Los resultados del análisis de ecuaciones estructurales indican que el liderazgo servidor y el liderazgo auténtico inciden principalmente en el uso del conocimiento, el cual afecta exclusivamente al rendimiento organizativo, lo que indica que estos liderazgos se prestan para incentivar el aumento y uso de recursos del conocimiento, inspirando utilizar el conocimiento existente para incrementar productos y servicios y aprovechar nuevas oportunidades de negocio, lo que puede colaborar con una mejor coordinación, una rápida toma de decisiones más informada, favoreciendo el éxito de la organización. Estos hallazgos pueden orientar a las organizaciones para que fomenten en sus líderes, por ejemplo, la capacidad de generar confianza en sus empleados, de tomarlos en cuenta y de animarlos a expresar sus opiniones, de escuchar cuidadosamente diferentes puntos de vista, ya que ello favorecerá la creación de un ambiente que colaborará y facilitará el uso del conocimiento existente, repercutiendo positivamente en el rendimiento de la organización.
... Given this perspective, the process of negotiation necessitates the negotiator's ability to adapt and demonstrate commitment (Oliver, 2011), as well as assume responsibility (Lempereur, 2012). Leadership demonstrates high performance associated with job satisfaction, organisational commitment, and trust, and it influences processes that affect follower actions and the choice of group or organisational goals (Politis, 2001). ...
The successful functioning of an organisation depends on the importance of trust, which promotesunity between supervisors and subordinates and creates a positive organisational climate that in turnimproves subordinates’ work performance. The purpose of this study is to identify the predictors thatinfluence negotiators’ perceptions of their supervisors’ trust. The study considers several predictorsincluding teamwork, outcomes, deadlines, satisfaction, culture, and legislation. A survey was conductedamong 157 companies in Croatia and a regression analysis was performed using the SPSS statisticalpackage. About half of the respondents rated the perceived trust of their supervisors as moderate.The majority of negotiators prioritise the achievement of all set goals, while the satisfaction of allparties involved in the negotiation process ranks second. Slightly more than half of the respondentsperceive teamwork to be important or very important. On average, respondents believe that legalissues present greater obstacles than cultural differences. The survey results confirm a statisticallysignificant relationship between perceived trust and factors such as teamwork, meeting deadlines,satisfaction, and legal barriers. The paper deepens the understanding of the importance of trustbetween a supervisor and a subordinate in a negotiation context by examining perceived trust from the subordinate’s perspective.
... As indicated by Chakrabarty, Oubre, and Dark colored (2008), "maybe the best manner by which administrators can depict himself as a good example is to by and by show legitimate procedures with the goal that representative could see how occupation ought to be finished." J.D. Politis (2001) has inspected the jobs played by initiative during the time spent information procurement and a study was completed on 227 people who were occupied with learning obtaining exercises to look at the connection between administration styles and information securing qualities. The outcomes demonstrated that the authority styles that include human collaboration and energize participative basic leadership are connected decidedly to the abilities and fundamental learning obtaining. ...
... Additionally, the study conducted by Politis (2001) revealed a positive link between LB and KRM. The study carried out by Huang et al. (2016) corroborated the findings of Politis (2001). Using the healthcare system as a case study, the findings of Tretiakov et al. (2017) also revealed a positive interconnection between KM and LB. ...
Despite the vital role of organizations’ knowledge management and its diverse influence on achieving sustainable organizational performance (SOP), as well as the impact of leadership behavior (LB), it is remarkable that no previous study has addressed this subject matter comprehensively. As a result, this study aims to investigate the relationship between SOP and knowledge risk management (KRM) while examining the role of LB. It adopts a quantitative approach and gathers data from Nigerian companies through an online questionnaire distributed between November 2019 and September 2020. Structural equation modeling (SEM) is utilized to test the hypotheses. Remarkably, no prior research has inspected the mediating and moderating role of LB in the connection between SOP and KRM until this study. Empirical results indicate that: (i) LB and KRM positively influence SOP; (ii) KRM has a positive impact on LB; (iii) LB moderates the relationship between KRM and SOP; and (iv) LB serves as a mediator between KRM and SOP. The findings of this empirical research will enhance managers’ understanding of the significance of LB in the relationship between KRM and SOP.
... Pedraja-Rejas, Rodríguez-Ponce y Rodríguez-Ponce (2006) indican que en la medida en que el estilo de liderazgo existente en una organización sea claro y adecuadamente ejercido, se genera un sentido de dirección que apoya positivamente la gestión del conocimiento, constituyendo un factor esencial para lograr el éxito de la gestión del conocimiento (Pan y Scabrough, 1999), donde los estilos de liderazgo participativos en los procesos de toma de decisions se relacionan positivamente con una adecuada gestión del conocimiento (Politis, 2001). Los planteamientos anteriores permiten la formulación de las siguientes hipótesis de investigación: ...
Este estudio tiene como objetivo determinar una relación entre el liderazgo y la gestión del conocimiento, y su incidencia en el comportamiento organizativo (satisfacción laboral, compromiso organizativo y rendimiento organizativo). Para ello se aplican encuestas a trabajadores relacionados con la gestión de empresas forestales de Chile. Los resultados del análisis de ecuaciones estructurales indican que el liderazgo servidor y el liderazgo auténtico inciden principalmente en el uso del conocimiento, el cual afecta exclusivamente al rendimiento organizativo, lo que indica que estos liderazgos se prestan para incentivar el aumento y uso de recursos del conocimiento, inspirando utilizar el conocimiento existente para incrementar productos y servicios y aprovechar nuevas oportunidades de negocio, lo que puede colaborar con una mejor coordinación, una rápida toma de decisiones más informada, favoreciendo el éxito de la organización. Estos hallazgos pueden orientar a las organizaciones para que fomenten en sus líderes, por ejemplo, la capacidad de generar confianza en sus empleados, de tomarlos en cuenta y de animarlos a expresar sus opiniones, de escuchar cuidadosamente diferentes puntos de vista, ya que ello favorecerá la creación de un ambiente que colaborará y facilitará el uso del conocimiento existente, repercutiendo positivamente en el rendimiento de la organización.
... Manager's leadership style in motivation has been regarded as one of the influential factors in employee job satisfaction (Politis, 2001). A study by displayed that manager's leadership style in motivation can provide the job satisfaction to employees. ...
This study refers to how job characteristics, work environment, pay satisfaction, and advancement opportunities influence employee’s job satisfaction. The study results showed that job clarity, effective communications with management, a participatory management approach, organizational support of career development, opportunities for advancement, and family-friendly policies are all significant variables affecting the job satisfaction of employees. The effect of pay satisfaction on employee job satisfaction was not significant. This study also found gender differences in factors affecting employee’s job satisfaction. The purpose of this research was to measure the effect of work motivation on employee job satisfaction in Madhyanchal Vidyut Vitran Nigam Limited (MVVNL), Lucknow. A Self-administered questionnaire consisting of several measures was employed to gather data from the technical and supporting employees who work in different sections of the MVVNL like the distribution, maintenance, office, area chief engineer and sub Stores of Lucknow. The gathered data were utilized to test the model using the PLS-SEM approach with Smart PLS. The results showed that the essential features of work motivation are manager’s leadership styles, motivation practices, employee job expectations, reward management system and working environment, whereas the identified consequence was employee job satisfaction. All five variables had a positive effect on job satisfaction and among them, employee job expectations and manager’s leadership style had the highest influence and the reward management system had the least influence on job satisfaction. Further, this study offers thoughts for managers by pinpointing the critical factors influencing that motivate employees in MVVNL.
... • In addition to corporate social responsibility, a third concept relates to technology transfer, and a fourth concept relates to organization: knowledge management, leadership, and entrepreneurship. For instance, see Suri Babu et al. 2008, Politis 2001. ...
This article investigates the link between technology, digitalization, and knowledge management to achieve sustainable development. Digital technologies such as Big Data provide improved decision-making processes and facilitate inter-organizational communication. Bibliometric network data analysis methodologies will be used to explore the links between technical development, digitalization, and innovation.
... An effective leader encourages labor to work toward achieving the organizational goals through resolution (Politis, 2001). Appiah and Amfo-Antiri (2019) argued that effective leadership occurs when employees do not necessarily obey rules and regulations for an award or probably stay away from being punished for misconduct. ...
Unemployment is a growing concern for today’s economies. Governments gear various policies to increase business productivity and expansion to create new job places. However, little research was conducted on how informal sector leadership contributes to resolving this crisis worldwide. This study seeks to identify the SME leadership styles that foster business development and job creation in Ghana. The study targets the leadership styles of artisans and manufacturers of local goods. Mixed methods (quantitative and qualitative) where both questionnaire and interview were used to gather information from a total of one hundred and twenty respondents; sixty proprietors were artisans and the remaining were managers of local factories. The paper adopts SPSS and the Pearson correlation in the data analysis. The study determined emotional intelligence and ethical leadership regarded as emerging leadership styles the best for informal sector growth. However, bureaucratic leadership, autocratic and laissez-faire leadership referred to as traditional leadership styles had no positive influence on growth indicators within the informal economy. The results also reveal that most SMEs fold up before the fifth year of their establishment, deepening the unemployment situation in the research communities. The paper further confirms the inadequate resources
of most SME leaders to take up leadership training. Therefore, the study recommends that government should periodically organize and finance workshops and seminars to facilitate SMEs' access to leadership training and development in Ghana.
... The style of leadership can also influence the implementation of emerging technologies in firms (Shao et al., 2017). Transformational leaders can motivate and inspire employees, which can result in smooth transformation and bring desired results (Politis, 2001). I4 requires a lot of changes, such as acquiring new skills and changes in the way of working. ...
... The style of leadership can also influence the implementation of emerging technologies in firms (Shao et al., 2017). Transformational leaders can motivate and inspire employees, which can result in smooth transformation and bring desired results (Politis, 2001). I4 requires a lot of changes, such as acquiring new skills and changes in the way of working. ...
... Leadership is devoid of behaviour enticement, a behaviour put up to avoid punishment (Appiah & Amfo-Antiri, 2019). Instead, the leader generates traits, nurtures attitude, and persuades others to behave in the desired direction (Politis, 2001). Institutional leadership is an extensive consultation to achieve the institutional goal (Akpamah et al., 2021). ...
Purpose: The paper investigates challenges associated with institutional leadership engagement of main staff to fill inner vacancies. Design/methodology/approach: The study rates merit, experience, rank, competencies, long service, in-depth knowledge, and deeper consultation as key requirements for appointment in some selected academic institutions. The survey collects data through questionnaires and semi-structured interviews. The SPSS and descriptive statistics were used for the analysis of data presented in percentages, tables, and graphs. Findings: The results show that over 80% of respondents said that the prerogative of leaders in second-cycle institutions to share leadership needs a reassessment. As it undermines specific parameters and subsequently creates emotions among staff and unsatisfactory students' behaviours at school. The study found social and external factors as the basis for some nominations that weaken institutional unity and performance. Recommendation/limitations: The legislative instrument should be amended to suit the current management environment. Besides, ethical leadership and emotional intelligence should be encouraged at schools for effective management and harmony. Practical implications: Organizational failures across economies to a large extent are results of stimulus variables. Originality/value: The paper demonstrates how institutional leaders are often torn between stimulus and prospective variables resulting in self-interest to the detriment of institutional vision.
... Leadership is a process that transpires in a group that involves influence and common goals (Northouse 2012). An additional perspective was given by Yuki 1981; he defined leadership as influence process that affect the actuation of followers and the coming up of objectives for the group or organization (Politis 2001). The immense impact of leadership in an organization was highlighted by Katz and Khan (1978) when they said, "we consider the essence of organizational leadership to be the influential increment over and above mechanical compliance with the routine directions of the organization." ...
Behavioral leadership styles refer to the behavioral approaches faculty members applied in the classroom. Job performance is the sum total of a teacher’s execution in their classes. This study aimed to determine the behavioral leadership styles in relation to faculty members’ job performance in the three selected colleges, namely the College of Arts and Sciences, Teachers College, and College of Business Administration of the University of Bohol during the school year 2012 – 2013 and benefits in the process of devising mechanisms to improve quality of behavioral styles to job performance. Quantitative descriptive studies were utilized employing a standardized tool to determine the behavioral leadership styles of the faculty, the researcher-made questionnaires for the profile, and documentary analysis taken from the data of the University Human Resource Office was used in determining the job performance of the teaching employees and In-Depth-Interview (IDI) among faculty members of the three colleges. It made use of frequencies, percentages, and Chi-Square. Results showed that leadership style is not a predictor of faculty’s job performance. However, the job performance of the faculty with a task-oriented leadership style is significantly better than the people.
... papers (87.24%), 11 were conference proceedings (7.4%), 6 were book chapters (4%), and 2 were thesis (1.34%). Among those, the earliest empirical study was published in the Journal of Leadership and Organization Development by Politis (2001), who quantitatively examined the relationship of leadership styles to KM. To further understand the research trend on knowledge leadership, we identified the journals that published the most papers on the subject. ...
This paper aims to synthesize findings drawn from studies on knowledge leadership to identify the key trend of research in the knowledge management literature over the past two decades. A systematic literature review was performed over a data set of 149 related studies published in the international journals indexed by the WoS, SCOPUS, ProQuest, Google Scholar, Emerald Insight, and Elsevier databases between 2001 and 2021. The findings conceptualized the nature of “knowledge leadership” and revealed six core themes focusing on multiple leadership styles, knowledge leadership for learning, effective KM leadership, leader-member exchange, and customer knowledge leadership. Additionally, the content analysis revealed the importance of knowledge leaders being more transformational, distributed, empowering, and visionary. It has been widely reported that transformational leadership is a significant driver of knowledge management practices in the organization. This study provides an integrated picture of effective knowledge leadership for managers and practitioners that significantly depends on a paradigm shift from hierarchical structures and traditional models of leadership to the use of shared, distributed, and networking leadership. Given this increasing interest in studying the role of leadership in KM, it is interesting to investigate the research trend of knowledge leadership in the KM literature.
... Research studies linked to leadership, particularly, transformation leadership and transactional, knowledge management, and performance are limited. The role of leadership and performance through mediating knowledge management practices like acquisition, formation, dissemination, and knowledge exploitation is investigated in limited numbers (Politis, 2001). To fill the research gaps between the literatures and to offer understandings regarding knowledge management activities of leaders and performance of employees, the current study intends to explore the relationship and mediating effect of knowledge management practices of leaders on teacher performance in an educational scenario. ...
In competitive organizations, knowledge management is fundamentally considered support towards performance. Therefore, in the 21 st century, leaders broadly implement knowledge into organizational settings to earn a competitive advantage. This paper mainly determines to explore the effect of knowledge management practices and leadership styles (transformational & transactional) on university teachers' performance. A quantitative descriptive research design was used with 260 teaching faculty members selected conveniently, presently working in Sargodha University, University of Lahore, NUST, and HITEC University. Three five-point Likert type instruments were used to collect data from a conveniently selected sample. The findings reflected that knowledge sharing was practiced by both transformational and transactional leaders. The regression analysis showed a significant effect of leadership styles (transformational & transactional) on university teacher performance. The finding also reflected the significant effect of knowledge management practices on university teacher performance. Moreover, the results of multiple regression showed that transformational leadership and knowledge management practices were more effective on university teacher performance while transactional leadership remained insignificant. The current study provides insights that which leadership style is preferable for improving the performance of university teachers through knowledge practices.
... Productive decision making capabilities provide strength to effective organization performance and knowledge is the primary source to enhance decision making abilities, hence the substantial role of the knowledge can never be snubbed. For this evidence, the researchers have engaged 227 persons in a survey to evaluate the impact of knowledge acquisition activities on leadership styles which explores the positive influence of knowledge in enhancing the transformational and transactional leadership of the employees (Politis, 2001) and improvement in the leadership in the presence of knowledge management process & capabilities and technology expedites the organizational performance. The evidence suggests that technology acceptance as mediator accelerates the leadership style in enhancing the organizational performance because the technology acceptance exaggerates the performance of the employees which is a contribution in the expediting the productivity of the organization (Bambe 2019 Which leadership style fosters the organizational performance with the moderation effect of organizational culture? 3. ...
organizational performance. The objective of the study is to explore impact of leadership on organizational performance in the presence of the organizational culture where technology acceptance and knowledge management process & capabilities mediate. For this empirical investigation, Microsoft questionnaire survey has been used for the data collection and 447 participants responded on this questionnaire. The findings revealed that leadership has positive association with organizational performance in the presence of organizational culture where technology acceptance and knowledge management process & capabilities play mediating role between leadership and organizational performance. For the regression analysis, SPSS has been used with Hayes’ macro process to evaluate the moderated mediation effect
... Previous research has documented knowledge sharing with different employee commitments (Liu and Li, 2018), personality traits (Güngöör et al., 2014), employee creativity (Mittal and Dhar, 2015), and sharing attitude (De Vries et al., 2006). Among these various determining factors, leadership has proven to have a very positive and significant influence on knowledge sharing (Politis, 2001;Srivastava et al., 2006). According to Nanoka (2000), leadership plays a vital role in sharing knowledge with subordinates and enhancing employees' understanding to deliver high services to customers. ...
Very little attention has been given to understanding the commitment to service quality and desirable outcomes in the hotel industry. This study investigates the impact of directive and participative leadership on the frontline commitment to service quality through the mediation of knowledge sharing. This will eventually help us to generate the employees' commitment to service quality (CSQ) desirable behavior. The survey was distributed to 37 hotels. A total of 235 frontline employees participated in the survey. The study findings show that directive leadership has a negative relationship with CSQ. On the other hand, participative leadership positively influences CSQ. Notably, knowledge sharing mediates between directive leadership, participative leadership, and commitment to service quality. There were positive linkages between commitment to service quality and desirable outcomes, job performance, and organizational citizenship behavior (OCB) and negative relation to turnover intention.
... First, the congeneric measurement models previously described reported factor score regression weights for each construct; these were used to compute proportionally weighted scale scores for each item, with a final composite score used in the path model (see Rowe, 2002). Second, for each composite variable, factor loadings and error variances were obtained to determine the known level of associated error, and were accounted for in the path model (Politis, 2001). These values are based on the standard deviation and composite variable reliability; coefficient H (a maximised reliability indicator) is utilised to measure reliability and is a preferred alternative to Cronbach's alpha (CA) in this instance, as CA is criticised for under-estimating reliability of congeneric measures (Hancock & Mueller, 2001;Mueller & Hancock, 2008). ...
Companies invest considerably in event experiences; however, many are criticised for hosting events without understanding the full extent of their impact, or how to optimise their design. To benefit from event experiences, it is critical to consider not only how customers engage with the event, but also how event engagement transfers to engagement with the host brand to ultimately drive brand loyalty. This paper empirically explores the role of customer event engagement in facilitating brand engagement, within the context of branded marketing event experiences. Surveying attendees of such branded event experiences, six Australian wine brands, running 10 diverse events, agreed to collaborate in the research, yielding a total response of 274 participants. Results indicate that, for emotional, sensorial, pragmatic and relational experiences, event engagement fully mediates the relationship with customer brand engagement. Furthermore, it is the engagement with the host brand, rather than engagement with the event, that facilitates the effect on behavioural intentions of loyalty. These findings suggest that viewing engagement with a single focus (i.e., only event or only brand engagement) provides limited insight and does not uncover the true impact of event experiences; it is only through exploring the interrelationships between the engagement foci that we can truly understand how event experiences impact behavioural brand loyalty. This offers important managerial implications to facilitate engagement transfer (i.e., between event and brand), while drawing on associative network theory to explain how customer engagement spills over from the event to the brand and better account for the interdependence across engagement objects.
... The literature distinguishes many leadership types, including human relations leadership, democratic leadership, laissez-faire leadership, and autocratic leadership (Warrick 1981). Other popular leadership styles are transformational leadership and transactional leadership (Bass, 1985;Politis, 2001;Bhatti & Alyahya, 2021). Recently, servant leadership has been recognised as an important leadership form (Mcquade et al., 2020). ...
Turnover-mitigating effect of servant leadership on job performance A B S T R A C T Job performance is an extremely complex factor affecting organisational performance. The literature recognises factors impacting job performance positively and negatively. This article aims to verify the turnover-mitigating effect on the relationship between servant leadership and job performance. The developed moderated mediation model is empirically verified based on the data collected from 263 managers working in Poland's for-profit organisations. The results were analysed using Macro for IBM SPSS Statistics. It has been shown that employee turnover is a mediator in the job performance model based on turnover-mitigating servant leadership. Additionally, the influence of employees' dynamic capabilities has been analysed. The study revealed the significance of servant leadership in influencing job performance and the disruptive relationship between employee turnover and the impact of employees' dynamic capabilities in reducing employee turnover. This research provides practical implications for managers and organisations regarding selecting the right leadership style to improve employee job performance. K E Y W O R D S servant leadership, employee job performance, employee turnover, employees' dynamic capabilities, organisational performance
... Those elements of the KM infrastructures have been subjected to different researches such as culture (De Long and Fahey, 2000;Alavi et al., 2005;Rai, 2011), structure (Walzcak, 2005Chen & Huang, 2007), management (Davenport et al, 1998;Liebowitz, 1999;Heisig, 2003) and technology (McDermott, 1999;Sher & Lee 2004;Tanriverdi, 2005). Apart from those, some researchers addressed specific leadership styles (Politis, 2001;Crawford, 2005;Yeh et al., 2006;Donate & De Pablo, 2015) and the fit between organization and KM strategies (Zack, 1999;Ho, 2009) as the other enablers of KM. ...
This chapter discusses the concept of organizational knowledge and how it can be managed in business settings effectively. For this purpose, first, different perspectives on knowledge were introduced (possession and practice perspectives), and various definitions of the concept were compiled from the literature. Following that, a more specific concept, organizational knowledge, and two distinct approaches (rational and multifaceted perspectives) to the management of this form of knowledge were discussed in detail. In this section, taxonomic studies were also incorporated to confer different assumptions towards organizational knowledge explicitly. Understanding these assumptions is critical since it would give hints on how to manage knowledge in such settings. The chapter is finalized by explaining the dimensions of the knowledge management process.
... Moreover, Industry 4.0 also requires a leadership model that is suitable to achieve the organizations' strategic goals. The combination of transformational and transactional leadership and motivational elements helps the organizations meet the developmental goals and enhance the capacity in the current era (Donate & Pablo, 2015;Politis, 2001;Sivathanu & Pillai 2018). ...
The manufacturing sector of Malaysia is an essential part of its economic system. Malaysia holds a remarkable position in the global market through the exports of manufacturing products. However, this sector faces challenges such as organizations’ capability to innovate due to rapid technological and business environment changes in line with Industry 4.0. These challenges may prevent manufacturing firms from embracing Industry 4.0 and thrive in their businesses. Therefore, this research aims to identify the role of organizational practices such as Knowledge Oriented Leadership, Electronic Human Resource Management, and Decentralized Organization Structure in support of Organization Innovation to prepare manufacturing firms for Industry 4.0. A quantitative method was applied to 218 samples collected from Malaysian manufacturing firms. The results of this research are interesting for keen researchers and helpful for decision-makers and practitioners to successfully pave the way for Industry 4.0 implementation in manufacturing firms by developing innovation capabilities.
... Sirin [41], CinerandKarcioglu [42] and Zaim et.al [43] in separate studies have posited that job satisfaction is the combination of factors such as the relation with supervisors and co-workers, sense of success in job, job security, involvement in decision making, role clarity, pleasant working environment, appropriate salary, promotion opportunities, etc. Apart from the above, there are many studies and literature on job satisfaction that have significantly contributed to the understanding of factors influencing job satisfaction [44,45,46]. Further, supervisor providing mentoring to subordinates influences the protgs skill development and intentions to remain with the job [47,48,49,50,51]. In this paper, the difference in the opinion on job satisfaction between managerial and non-managerial employees is investigated. ...
Thispaper focuses on a mathematical approach to find the perceived difference in feeling of job satisfaction between managerial and non-managerial employees in an automobile reed valve manufacturing unit based in Tamilnadu state of India. Even though previous researches have established the possible difference in the perception of job satisfaction between managerial and non-managerial employees, the specific dimensions of job satisfaction that are likely to influence the difference is the perception of satisfaction in a manufacturing unit where the managers perceive that every employee is treated equal has not been addressed. The hypothesis proposed for the study is that there is no difference in job satisfaction between Managerial employees and Non-managerial employees. To test the hypothesis, data were collected from all the employees in the unit. Chi square test on cross tabulation is used to identify if there is a significant difference in the opinion expressed by the different categories of employees. Further, to identify the difference 1231 in the job satisfaction among the different groups of employees Analysis of Co Variance (ANCOVA) is used along with pair wise comparison. To find where the differences lie between the individual groups, Scheffes post hoc test was carried out. Results from the analyses show that there is a difference in the job satisfaction between managerial and non-managerial employees. The difference in job satisfaction occurs in the area of feeling of achievement, peer relations and work schedule while factors job attachment, organizationalsupport, physical work environment, rewards and recognition do not contribute to the difference.
... Bryant, 2003;Analoui et al., 2013;Birasnav, 2014;Riaz and Khalili, 2014) and job performance (e.g. Politis, 2001;Chu and Lai, 2011;Rowold et al., 2014;Zhang et al., 2014). ...
This research aimed to study in-depth the concept of knowledge sharing process as part of knowledge management, and its role on innovative performance through conducting a comprehensive review of theories, literature, and empirical studies. Furthermore, the researchers reviewed the prevailing literature of knowledge sharing and its relationship with innovation.
... (2014) "Hizmet Sağlayan Örgütlerde Dönüşümsel, İşlemsel Liderlik ve Rasyonel Karar Verme: Bilgi Yönetimi Süreçlerinin Düzenleyici Rolü" başlıklı bir araştırmasında, dönüşümcü liderliğin, bilgi yönetimi süreçlerinin ve dönüşümcü liderliğin x bilgi yönetimi süreçlerinin rasyonel %2.Liderlerin bu faktörü daha etkili kılmak için yapabilecekleri, bilgi güdümleme becerilerini uygulamak, geliştirmek ve ayrıca bireysel bilgilerini paylaşmaktır. Özellikle,Politis (2001) öz-yönetim, dönüşümcü/işlemsel liderlik ve bilgi yönetiminin farklı özellikleri arasındaki ilişki üzerinde çalışmıştır. Bryant'ın dönüşümcü liderlik üzerine yaptığı araştırmanın ortaya koyduğu kadarıyla, liderlik nedensel ilişkiyi doğrudan göstermese de, bilgi yönetimi becerilerinde etkili bir faktör olduğu görülmektedir(Crawford, 2005).Çizelge 5, işlemsel liderlik ile bilgiyi tutma arasında anlamlı pozitif bir ilişki olduğunu göstermektedir. ...
Liderler, aynı tutuma veya aynı bakış açısına sahip değildir. Siyasi, ticari veya diğer alanlarda liderler tarafından sergilenebilecek birçok farklı liderlik türünün var olduğu görülmektedir. Liderlik stili, liderin yön sağlama, planları uygulama ve insanları motive etme tarzıdır. İşlemsel liderlik tarzına baktığımızda, takipçileri öncelikle kendi çıkarlarına hitap ederek motive etmeyi ve yönlendirmeyi içermektedir. Ayrıca bilgi yönetimi, organizasyonel bilgiyi yakalama, geliştirme, paylaşma ve etkin bir şekilde kullanma sürecidir. Bilgiyi en iyi şekilde kullanarak organizasyonel hedeflere ulaşmak için çok disiplinli bir yaklaşımı ifade etmektedir. Liderlik stilinin, organizasyonun bilgi yönetiminin süreç ve adımlarını karşılama eğilimi ve biçimi üzerinde doğrudan etkili olduğu bilinmektedir. Bu çalışma, bir kamu hastanesinde çalışan sağlık personellerinin işlemsel liderlik özelliklerinin bilgi yönetimi üzerindeki ilişkisini incelemeyi amaçlamaktadır. Değişkenleri analiz etmek ve hipotezleri araştırmak için tanımlayıcı istatistik tekniği kullanılmıştır.
... The importance of knowledge management in the organizational setting has been lauded since the 1990s (e.g., Sadeghi and Rad 2018;Politis 2001;Kianto et al. 2016). For two reasons, a continued focus on knowledge management in organizations is rational: (1) knowledge management is essential for organizations to attain and sustain competitive advantage (e.g., Abdullateef et al. 2014;Zheng et al. 2010;Kianto et al. 2016), and (2) the efficiency of knowledge management varies from one organization to the other (Sadeghi and Rad 2018;Kianto et al. 2016). ...
Call centers play a significant role in the operational dynamics of different types of businesses. This is especially the case because a call center agent’s demeanor can impair or engender customer satisfaction, which has ramifications for business patronage. Unfortunately, the pressures associated with the role of the call center agent have made staff attrition a norm in the industry. While this does not augur well for the call center or the organizations that they serve, the role of possible antecedents in the equation of staff attrition in South African call centers remains largely unexplored. Using a structural equation modeling approach, this study examined the interconnections between customer orientation, knowledge management, job satisfaction, and employees’ intention to quit. Additionally, the mediating influence of job satisfaction on the association between customer orientation and knowledge management of the intention to quit is examined. This study found significant relationships between knowledge management, customer orientation, and job satisfaction and the dependent variable (intention to quit). In addition, this study establishes that the extent to which job satisfaction may mediate the influence on the intention to quit hinges on the organizational element considered. Two factors limit the extent to which the findings from this study can be generalized. First, this study focused on the call center setting in South Africa. Second, convenience sampling was used in this study. This study points to critical operational practices that call center managers can embrace toward enhancing job satisfaction and reducing intention to quit propensity. Using structural equation analysis, we contend that call centers in the South African setting would effectively address staff attrition if appropriate organizational practices are endorsed toward ensuring employee job satisfaction.
Purpose
This research aims to investigate the impact of servant leadership on knowledge management and its subsequent connection to cost-saving innovation. The study further explored these relationships by examining the mediating roles of innovation capabilities and technological volatility.
Design/methodology/approach
The research is applied in purpose and employs a descriptive-survey method for data collection. It follows a qualitative-quantitative approach, utilizing expert interviews in the qualitative phase. The sample consists of 35 managers and expert professors with knowledge management experience in universities and high-tech industries, selected through the snowball method. Data collected from Iranian organizations were analyzed using AMOS software.
Findings
The results revealed a positive correlation between servant leadership and knowledge management. Knowledge management demonstrated a significant positive relationship with cost-saving innovation. Additionally, technological volatility and innovation capabilities were identified as crucial factors influencing the connection between knowledge management and innovation, particularly in promoting frugality.
Originality/value
While this research provides a comprehensive model, it acknowledges specific limitations that warrant further investigation. The study predominantly focused on Iranian organizations, suggesting an opportunity to broaden its scope to include diverse organizational perspectives from various cultural and geographical contexts. Moreover, a promising avenue for future research involves exploring entrepreneurial orientation as a potential mediating variable. Given its significant impact on organizational dynamics, introducing entrepreneurial orientation could enhance our understanding of its effects on both knowledge management and the promotion of frugal innovation. This expansion may illuminate the intricate interplay between entrepreneurial orientation, knowledge processes and innovative practices, contributing to a more sophisticated discussion on effective organizational strategies.
In this study, Palestinian Early Childhood Education (ECE) center female directors' perceptions of their leadership styles are examined from their own perspectives. A questionnaire was used to collect data from a stratified random sample of 166 ECE center directors and from structured, face-to-face interviews with 10 directors who had been purposefully selected. The questionnaire's validity (referee) and reliability (Cronbach's Alpha) had been tested beforehand. Using Google survey techniques, a stratified random sample from the West Bank and Gaza Strip was selected in July 2020. The study employed a descriptive quantitative and qualitative research method. The quantitative results showed that the directors of the ECE centers perceived six leadership styles in rank order from high to low: comprehensive and developmental, humanistic, democratic, supportive and transformative, autocratic and finally laissez-Faire. Nevertheless, a dialogue-based leadership concept is the preferred style as shown in the qualitative results. However, the directors of ECE centers found it difficult to articulate their leadership styles; instead, they preferred to explain what they do. The study is concluded with recommendations for ECE directors to improve their practices and for policy makers to finalize an ECE philosophy which would promote the professional foundations of ECE and the qualification of all directors and educators in the field. Directors are also recommended to establish networks in order to collaborate, have discussions, create a joint language based on their experiences and related research findings. Consequently, directors will be able to gain better knowledge of their leadership styles, strengthen their own leadership roles, and ultimately boost the quality of early childhood education in Palestine.
The fourth chapter of the book Managing Learning Enterprises entitled “Management of a Learning Enterprise” from the first part entitled “Characteristics of a Learning Enterprise” begins by identifying the biggest challenge for learning organizations: their oscillation between two states—one in which the patterns of behavior are known and one in which they are not known, and again a state of order in which the patterns of behavior are known but may deviate significantly from the previously established patterns. For this reason, it is very difficult to organize a system that is developed as a learning organization, because it should establish some boundaries, elements, rules, and procedures while allowing dialog, connections, experimentation, freedom, and empowerment. In such a system, the span of control gives way to the span of communication as a fundamental organizing criterion. However, this chapter also raises the provocative question: are hierarchies really so bad? Later in the chapter, the learning culture is explained as the collective mind or psyche that is the result of the learning process and the leadership of learning organizations, especially transformational leadership. In this context, the issue of power is also discussed, stating that power in learning organizations lies in the strength of arguments and should be earned. The chapter concludes with a discussion of the challenges of motivation in learning organizations.
This article raises a vital question as to how executives who act as transformational leaders can unleash the power of knowledge in companies. The author posits that transformational leadership's direct impact on firms' internal resources can also promote knowledge management processes. In particular, transformational leaders strongly manifest themselves as change agents who have a significant impact on the culture, structure, and strategy of a firm. This article suggests that managers should develop a supportive workplace to promote knowledge management processes. In this way, culture, structure, and strategy constitute the foundation of this supportive workplace. In fact, it can be seen that if firms' culture, structure, and strategy are not completely in favor of supporting knowledge management processes, organizations cannot effectively implement knowledge management projects to promote knowledge management. Accordingly, this article suggests that knowledge management efforts depend on a supportive culture, structure, and strategy in organizations.
Frugal innovation is an emerging term, and since the last decade, many studies have been focusing on this type of innovation. Therefore, this research has also directed attention towards frugal innovation. First of all, it studied the effect of servant leadership on knowledge management, and then the relationship between knowledge management and frugal innovation was measured. Moreover, the relationship described above was examined by moderating the role of innovation capabilities and technology turbulence. The data were collected from Sports equipment manufacturing companies in China, and to analyze the data, AMOS was used. The results highlighted a positive relationship between servant leadership and knowledge management, and this management has a significant and positive relation with frugal innovation. In addition, the technology turbulence and innovation capabilities can strengthen the relationship between knowledge management and frugal innovation. Despite highlighting the broad areas and developing a comprehensive model, this research has several limitations which are future directions for further studies. This research focused on sports equipment manufacturing companies, and future studies can highlight the perspective of other companies. In addition, entrepreneurial orientation can be considered as mediating variable as it can be affected by knowledge management and affect frugal innovation. The study is the first to link servant leadership with knowledge management which can lead to frugal innovation.
This research is to find out, explain and analyze the influence as well as the partial and simultaneous influence of work discipline, work motivation and leadership on employee performance at PT. Devrindo Widya Karawang - Indonesia. There were 82 employees of which 68 were used as the sample group. The research method used is the descriptive and verification method. The following conclusions result from the analysis of research data: 1) work discipline is good, 2) work motivation is good, 3) leadership is good, and 4) employee performance is good. There are influences both partially and simultaneously of work discipline, work motivation and leadership on employee performance at PT. Devrindo Widya Karawang - Indonesia.
Conceptual models and theories give research structure. Without a theoretical foundation, research produces isolated data that might not be useful or applicable. Finding a model or approach that best fits a nurse researcher's area of research interest might be complex. The writers of this research series article break down the straightforward procedures that leaders may be used to recognize, pick, and use the constructs and concepts in models or theories to establish a research framework. The creation of research questions, the development of hypotheses, the decision of interventions, and the definition and measurement of variables are all aided by a research framework. The leadership style that the leaders have been using is crucial to the success of nursing education. Modalities of teaching and learning must be taken into account at this time. For the objectives of higher education, the power of mixing face-to-face synchronous communication and text-based online asynchronous communication is incredibly complimentary. Combining both aims to academically challenge pupils in ways that are not attainable through either approach separately. When spoken and textual communication are combined, there is a clear multiplier effect. The continuation of academic contact over time is a further advantage of blended learning. Students also have time to think things over and answer carefully. The quality of the learning experience made possible by blended learning techniques is the emphasis of this article, despite the fact that mixed learning designs have considerable administrative benefits (access, retention, campus space, teaching resources, etc.). The concepts of involvement and academic inquiry, which are essential to higher education's ideals, should be explored in leadership and management. These concepts are fundamental to learning communities and serve as the cornerstone for putting blended learning into practice. With nearly endless opportunities to connect to others and to information, learning communities offer the framework for debate, compromise, and agreement in both offline and online settings.
The purpose of this study is to examine the relationships between the perceptions of
transformational leadership and knowledge based organization and organizational knowledge creation process called knowledge management capabilities. The sample of this study was consisted of 90 firms registered Republic of Turkey Small and Medium Enterprises Development Organization in Erzurum. The survey study was conducted on the employees of these firms. As a result of the research showed that transformational leadership both affected knowledge based management and organizational knowledge creation process significantly and positively, and knowledge based management has more effects on organizational knowledge creation process significantly and positively.
Purpose
Leadership style denotes the behavioural pattern of a leader, which bears on employee's attitude, perception about organization, manager and job satisfaction. The existence of different styles has presented leadership from diverse perspectives related to individuals' personality and behaviour. The main objective of this article is to explore the association between leadership styles and technology, major themes in this area and what can be the future research directions of this work.
Design/methodology/approach
Leadership style denotes the behavioural pattern of leader, which bears on employee's attitude, perception about organization, manager and job satisfaction. The existence of different styles has presented leadership from diverse perspectives related to individuals' personality and behaviour. The present article aims to review significant work by eminent researchers towards technology and leadership styles in the form trends, annual scientific production; popular affiliations and sources, a three-field plot of countries, scholars and themes, most cited references, trending keywords, thematic analysis of leadership styles and technology research by taking insights from situational leadership theory.
Findings
The findings indicate connections between various keywords and provide interesting themes like transformational leadership style is connected to knowledge management, transactional leadership, empowering leadership, psychological capital and e-leadership. Similarly, leadership is connected to leadership development, gender stereotypes, emotional exhaustion, innovative leadership and organizational performance.
Originality/value
This review analysis of leadership styles and technology is in itself a novice contribution and first of its nature. The identified themes are presenting good knowledge and food for thought for future researches.
1 Sharif university of technology and MBA in Marketing-Isfahan university. Organization-national iranian oil company(NIOC), ilyafeb2005@yahoo.com. Abstract: Knowledge management is a comprehensive and comprehensive approach to the organization and will lead to the achievement of the effectiveness of the organization. Today, knowledge management has become increasingly important as the most important competitive advantage of organizations. Hence, successful implementation of knowledge management process can affect the performance of organizations. According to theoretical and theoretical issues, knowledge management is considered as factors influencing the development of new products. The existence of these connections in the theoretical discussions led to the study of the relationship between the dimensions of the knowledge management process (production and acquisition of knowledge, the storage and organization of knowledge, sharing and dissemination of knowledge and the use of knowledge) with the components affecting the development of new products. For this research, a three-part questionnaire (demographic information, effective factors on the development of new products and knowledge management process questions), which was confirmed by experts, was used. And 97 employees of an organization were selected as the statistical sample and responded to the questionnaire questions. The results of data analysis showed that knowledge management dimensions have a positive and significant effect on the components affecting the development of new products.
چکيده:
مديريت دانش که رويکردي جامع و همه جانبه براي سازمان بوده و سبب دستيابي به اثر بخشي در سازمان مي گردد، امروزه به عنوان مهترين مزيت رقابتي سازمان ها از اهميت فزاينده اي برخوردار شده است. از همين رو موفقيت در پياده سازي فرايند مديريت دانش مي تواند عملکرد سازمان ها را تحت تاثير قرار دهد. همچنين مطابق با مباحث تئوريک و نظري، مدیریت دانش به عنوان عواملي تاثيرگذار بر توسعه محصولات جدید به حساب مي آيند. وجود اين ارتباطات در مباحث تئوريک باعث گرديد، در اين تحقيق سعي شود ارتباط ميان ابعاد فرايند مديريت دانش( توليد و اکتساب دانش، ذخيره و سازماندهي دانش، اشتراک و انتشار دانش و به کارگيري دانش) با مولفه های تاثیرگذار بر توسعه محصولات جدید بررسي گردد. براي اين بررسي بنا به موضوع تحقيق از پرسشنامه اي 3 قسمتي (اطلاعات جمعيت شناختي، مولفه های موثر بر توسعه محصولات جدید و سوالات فرايند مديريت دانش) که به تاييد خبرگان نيز رسيده است استفاده گرديد و تعداد97 نفر از کارکنان يک سازمان به عنوان نمونه آماري انتخاب شدند و به سوالات پرسشنامه پاسخ داده اند. نتايج حاصل از تجزيه و تحليل داده ها نشان داد که ابعاد فرهنگ سازمانی تاثیر مثبت و معناداری بر مولفه های تاثیر گذار بر توسعه محصولات جدید دارند.
کلمات کليدي: فرايند مديريت دانش، توسعه محصولات جدید، صنایع نفتی، ایده زایی، ایده گزینی
This study investigated the effects of leadership styles practiced in work organizations. The study was a survey and ex post facto design was adopted. questionnaires format was adopted for data collection. Collected data were analysed using the statistical package for social sciences (SPSS) version 21.0. The statistical test adopted were revealed that there were significantly positive relationship between leadership styles and employee performance [0.35] and that is a significant relationship between laissez-faire leadership style and employee performance (0.35). It is concluded therefore, that perceived leadership style showed significant contribution to employee performance. It therefore recommended that perceived leadership styles that are employee friendly should be promoted in banking industry.
The study examines the relationship of perceived Life Satisfaction (LS) and Role Efficacy (REI) with transactional styles (TS). The sample comprised of 200 managerial level employees from different units of Infosys at Bangalore and NOIDA, India, and HCL at Delhi, India. Stratified random sampling technique was used to generate data. The results for the overall transactional styles reveal that there was no significant relationship between Life satisfaction and transactional styles. It is observed that there was a significant but negative correlation between role efficacy and transactional styles. About 5.19% of total contribution in determining transactional styles was jointly accounted for by the predictor variables, i.e., perceived Life Satisfaction (X1) and Role Efficacy (X2). Role Efficacy accounted for more contribution than Life Satisfaction in determining transactional styles. Relationship of the predictor variables with different transactional styles is also analyzed.
Purpose
– While it is well known that leadership can play an important role in engendering effective knowledge management activity, relatively little is known about which styles of leadership are most appropriate for this task. The purpose of this paper is to contribute to theory by exploring dimensions of leadership as presented by Avolio and Bass (Transformational, Transactional and Passive‐Avoidance Leadership) and the dimensions of organisational knowledge management activity as presented by Maier and Mosley through a survey of primary knowledge managers from information and communications technology (ICT) organisations in the UK.
Design/methodology/approach
– The paper presents the results of a quantitative survey of 111 primary knowledge managers from ICT organisations in the UK.
Findings
– The key finding is that when primary knowledge managers within organisations adopt the Transformational and Transactional leadership styles, there is a notable increase in knowledge management activity. Given the results, the authors argue that organisations must be cognisant of the leadership style adopted by their knowledge managers and that it is important that both the Transformational and Transactional leadership styles are mastered and can be employed by knowledge managers within organisations.
Originality/value
– The paper provides analysis of two well‐known leadership styles and a full range of knowledge management activity, providing insights for practitioners and theorists alike.
Strategic alliances are an important phenomenon in management literature that has been increasingly recognized. Within the framework of alliance theories, this study focuses on examining strategic alliance types in the lodging industry. By also reviewing the existing research literature, leadership styles that contribute success or failure of management in strategic alliances are examined. A framework is developed forthe growing use of strategic alliances in the lodging industry and applied leadership styles in the alliances. This study indicates lodging alliances have different types of strategic alliances based on equity alliances and non-equity alliances. It also includes theoretical paradigms that explain that these relationships can include transaction cost economics, resource dependency, strategic choice, stakeholder theory, organizational learning and intuitional theory.The basic objective of this study is to put forward strategic alliances with a lodging industry perspective and particularly examine leadership styles that influence strategic alliances.
Originally designed as a tool to alleviate bottlenecks associated with knowledge management, the suitability of wikis for corporate settings has been questioned given the inherent tensions between wiki affordances and the realities of organizational life. Drawing on regulatory focus theory and social cognitive theory, we developed and tested a model of the motivational dynamics underlying corporate wikis. We examined leaders (owners) and users of 187 wiki-based projects within a large multinational firm. Our findings revealed two countervailing motivational forces, one oriented toward accomplishment and achievement (promotion focus) and one oriented toward safety and security (prevention focus), that not only predicted owners' participation but also the overall level of engagement within the wiki groups. Our primary contribution is in showing that, notwithstanding the potential benefits to users, wikis can trigger risk-avoidance motives that potentially impede engagement. Practically, our findings call for an alignment between organizational procedures surrounding wiki deployment and the technology's affordances.
This paper tests a theoretically-driven model of self-managing work team effectiveness. Self-managing work team effectiveness is defined as both high performance and employee quality of work life. Drawing on different theoretical perspectives including work design, self-leadership, sociotechnical, and participative management, four categories of variables are theorized to predict self-managing work team effectiveness: group task design, encouraging supervisor behaviors, group characteristics, and employee involvement context. Data is collected from both a set of self-managing and traditionally managed teams from a large telephone company, and the model is tested with structural equations modeling. Support is found for hypotheses concerning group task design, group characteristics, and employee involvement context, but not encouraging supervisory behaviors.
This paper explores the paradoxical role of the external leaders of self-managing work teams. Observation, interviews, group elicitations, and a literature search were used to identify salient leader behaviors in a medium-sized manufacturing plant that had been operating for several years under a system of self-managing work teams. A self-management leadership questionnaire was developed to measure the 21 leader behaviors identified. Correlations with overall leadership-effectiveness ratings generally indicated that the external leaders' most important behaviors are those that facilitate the team's self-management through self-observation, self-evaluation, and self-reinforcement. The study suggests that there is a legitimate role for external leaders of self-managing work teams but that it differs from traditional and participative leadership roles.
Purpose
This paper examines the relationship between the dimensions of dispersed – self‐management – leadership and a number of work environment dimensions conducive to creativity and productivity.
Design/methodology/approach
The study involves a questionnaire‐based survey of employees from a high technology organisation operating in the United Arab Emirates (UAE). A total of 104 useable questionnaires were received from employees who are engaged in self‐managing activities. These were subjected to a series of correlational and regression analyses.
Findings
There are three major findings in this research. First, the relationship between dispersed leadership and the “stimulant” dimensions of the work environment for creativity is positive and significant. Second, the relationship between dispersed leadership, with the exception of encouraging self‐reinforcement, and the “obstacle” dimensions of the work environment for creativity is negative and significant. Finally, the findings have clearly shown that the “stimulant” dimensions of the work environment for creativity have a positive and significant impact on both creativity and productivity.
Practical implications
The study shows that the role of the leader is to be the provider of a context and situation for creativity and productivity. Thus, the art of leading creative organisations in the UAE is the art of handling people and the task of leadership in such organisations is to provide the people with the work – environmental – conditions under which they can exercise their creativity.
Originality/value
The paper clarifies which of the dispersed leadership behaviours best predict the dimensions of the work environment conducive to creativity and productivity. The paper will assist organisations in the UAE in identifying those particular leader behaviours that appear to have an impact on creativity and productivity.
Purpose
The purpose of this study is to investigate the relationship between leadership behaviors and knowledge management (KM) practices. More specifically, it aims to examine the influence of transformational and transactional leadership behaviors on KM, and the moderating effect of organizational culture on this relationship, in the context of small‐to‐medium sized enterprises (SMEs) operating in Australia.
Design/methodology/approach
A total of four hypotheses were proposed for testing. It also provides is a succinct review of KM basics relevant to the study, the relationship between leadership and KM, and leadership and organizational culture.
Findings
The results suggest that both transformational and transactional leadership are positively related to KM practices. They also reveal that charismatic leadership and contingent reward leadership behaviors have greater influence on all the dimensions of KM practices.
Research limitations/implications
A key limitation of this study is its cross‐sectional nature. It is possible that at least certain aspects of leadership and organizational culture, and its impact on KM practices emerge with some kind of time lag. A longitudinal treatment of data might yield additional insights into the impact of leadership behaviors and organizational culture. This study was also unable to actually observe managers interacting with followers.
Practical implications
The results of the study are generally consistent with theoretical predictions based on extant research.
Originality/value
The results of this study provide compelling evidence in support of the moderating role of organizational culture on the relationship between transactional leadership and KM and will be of interest to those in the field.
This empirical study reports a unique implementation process of knowledge sharing from Buckman Laboratories. Through a socio-technical perspective on Knowledge Management, this paper highlights the interplay between Knowledge Management systems and the organizational context.
Purpose
– This paper examines the relationship between organisational creativity, productivity and the underlying dimensions that foster quality function deployment (QFD).
Methodology
– A total of 359 usable questionnaires were received from employees who are engaged in quality management programmes from nine companies in the United Arab Emirates (UAE). These were subjected to a series of correlational and regression analyses.
Findings
– There are three major findings in this research. First, the relationship between the QFD variables and organisational creativity is positive and significant. Second, the relationship between the QFD variables and productivity is stronger compared with the relationship between the QFD variables and organisational creativity.
Practical implications
– Finally, the study suggests that top management commitment, worker‐supervisor collaboration in QFD efforts, internal processes and strategies for QFD, the effectiveness of use of information and data to support QFD actions, and building relationships with customers, are essential in creating an organisational climate conducive to QFD implementation. The study shows that the real challenge for organisations in the UAE is to create a working environment that facilitates the process of QFD.
Transformational leaders are postulated to be responsible for performance beyond ordinary expectations as they transmit a sense of mission, stimulate learning experiences, and arouse new ways of thinking. Transactional leaders achieve performance as merely required by the use of contingent rewards or negative feedback. Previous research has shown that subordinates' perceptions of transformational leadership add to the prediction of subordinates' satisfaction and effectiveness ratings beyond that of perceptions of transactional leadership. The present study replicates the previous augmentation effects using subordinates' effectiveness ratings but was unable to confirm the augmentation hypothesis with independently attained superiors' evaluations as the criteria because of smaller sample size, although trends in the correlations were in the hypothesized direction. Transformational leadership obtained from their subordinates' ratings significantly differentiated top performing managers (identified as such through other sources) from ordinary managers as hypothesized. Results are discussed as they relate to a domestic work force that is becoming better educated and is more concerned about interesting work and self-development. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Examined the influence of modeling interventions in a training situation on short-term leader behavior and on subsequent subordinate affective response using 40 leader–subordinate dyads. Ss read scenarios describing setting and 4 performance objectives; then they role-played as supervisor, subordinate, or observer. Three separate videotapes of a supervisor–subordinate interaction were prepared for supervisors that emphasized positive reward, reprimand, or goal-setting behavior. Ss viewed 1 of the videotapes or were assigned to a control condition in which no videotape was used. Results of subsequent role-playing indicate a significant overall change in leader behavior in response to the videotape modeling interventions. In addition, positive reward behavior was most responsive to the reprimand intervention, reprimand behavior was most responsive to the goal-setting intervention, and goal-setting behavior was most responsive to the reprimand intervention. Findings suggest that the modeling process should be viewed as a complex phenomenon involving multiple behavioral and affective linkages that go beyond a simplistic imitation or demand effect interpretation. (37 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
http://www.emeraldinsight.com/journals.htm?issn=1367-3270&volume=16&issue=2&articleid=17015191&show=abstract
Abstract Purpose – The paper aims to identify and discuss barriers and facilitators to four processes implied in knowledge management (KM; acquisition, creation, sharing, and transfer). Technological, socio-organizational, and individual barriers and facilitators are considered. Design/methodology/approach – A literature review was carried out. Four databases (ISI Web of Science, EBSCO, Emerald, and ProQuest) were used for identifying relevant papers. The search covered the time period between January 1985 and August 2010. Findings – Factors affecting the four KM processes involve some form of social capital and the interaction between technology and users' needs and activities. In addition to technology and social capital variables, other factors such as leadership, performance-oriented culture, training and development practices, and T-shaped skills emerged as relevant for KM processes. The authors conclude that KM thrives in positive organizational contexts and fails when the infrastructure establishing positive contexts is absent. Originality/value – A hybrid positive approach (adopting the ''positive deviance'' lens of positive organizational scholarship without neglecting the negative features of organizational life) is adopted. The authors argue that the strategies to fight negative features of organizational life for improving KM processes are potentially different from those seeking to promote positive qualities with the same aim. A fruitful perspective for studying and improving KM processes may be to look for the constructive tension emerging from positive and negative features of organizational life. In short: only by advancing positivity and removing negativity may KM flourish.
Purpose
The purpose of this article is to discuss the necessity of access to the personal knowledge of each employee in order to cope with requirements in an organization's dynamic environment. The research question posed is which type of organizational structure, working environment and management style is most conducive to this access.
Design/methodology/approach
The research was a qualitative study, allowing for examination of behavior in the organizational reality as is, by analyzing interviews and observations of about 60 employees in six private, government and public organizations. The research analysis was based on five criteria regarding performance of a complex adaptive system (CAS).
Findings
There are indications that in organizations where a higher number of CAS characteristics existed, employees were better able to provide immediate solutions to the dynamic requirements. To allow this, managers should focus more on the synchronization of organizational processes and less on the control and the direct command of their subordinates.
Research limitations/implications
Organizations in a dynamic environment require a change in their structure and management method to resemble in line with CAS characteristics. In a CAS organization employees are autonomous, applying personal knowledge in developing immediate and systematic responses to change.
Originality/value
The research shows that the effective use of personal knowledge does not readily occur in hierarchical organizations. Knowledge management in organizations in the knowledge era requires a greater focus on process management than on people management.
In confirmatory factor analysis, hypothesized models reflect approximations to reality so that any model can be rejected if the sample size is large enough. The appropriate question is whether the fit is adequate to support the model, and a large number of fit indexes have been proposed for this purpose. In the present article, we examine the influence of sample size on different fit indexes for both real and simulated data. Contrary to claims by Bentler and Bonett (1980), their incremental fit index was substantially affected by sample size. Contrary to claims by Joreskog and Sorbom (1981), their goodness-of-fit indexes provided by LISREL were substantially affected by sample size. Contrary to claims by Bollen (1986), his new incremental fit index was substantially affected by sample size. Hoelter's (1983) critical N index was also substantially affected by sample size. Of the more than 30 indexes considered, the Tucker-Lewis (1973) index was the only widely used index that was relatively independent of sample size. However, four new indexes based on the same form as the Tucker-Lewis index were also relatively independent of sample size., (C) 1988 by the American Psychological Association <2>
A well-developed and aligned knowledge management (KM) strategy and active top management participation are two of the key strategic issues in KM. The studies on KM strategy and the role of top management have mainly focused on big firms. The basic requirements and resources of small and medium enterprises (SMEs) are different from big firms. Consequently, KM practices are different in SMEs as compared to big firms, and a thorough study of various aspects of KM for SMEs is needed. This research work is an attempt to study strategic issues in KM in SMEs in India, with particular reference to the automotive component sector. Customer-focused knowledge is the most common KM strategy among Indian automotive component manufacturers. Top management is more active and supportive in KM initiatives in international auto component manufacturers. Indian SMEs need to focus more on the strategic issues in KM for reaping the benefits of KM for sustainable competitiveness.
The importance of leadership capability (LC) and knowledge management (KM) are well recognised in the popular and academic press to achieve competitive advantage. Although organisations are applying many skills and practices to address the problems for the achievement of competitive advantage, but unable to focus on the measurement and relationship aspects of LC and KM. Many organisations are succeeding and achieving their goals and targets generally with their human resource skills, and particularly with LC and KM. But there are no methodologies for their measurement aspects to plan for the required human resource with necessary competencies as per the desired organisational goals.
A research is carried out to develop a methodology for the measurement and relationship aspects of the LC and KM. As the main purpose of this paper is to investigate a relationship between LC and KM, a research study is carried out in: (i) development of process models for LC and KM, (ii) developed an instrument for measuring the LC and KM efforts and (iii) investigated for the relationship between LC and KM.
Based on the survey of 247 managers in the three major public sector undertakings, the LC and KM skills have been measured, and analysed for their relationship. The analysed data interprets that there is a positive correlation relationship between the LC and KM. Finally, this research limitations and implications have been examined.
The authors consider the empirical data examining relationships between democratic governance and organizational success. There is overwhelming evidence that democratically run organizations excel in key parameters of success, such as business valuation, productivity, responsiveness, innovation, decision making, and worker morale and satisfaction. A review of physician surveys shows that discontent with academic administration is a major contributor to faculty turnover. Other data indicate that the basic concepts justifying autocratic governance of a department are deeply flawed and that autocratic governance is counterproductive. The authors conclude that the democratic governance of academic departments is the only model that is scientifically valid and would greatly enhance all missions of academic medicine in the 21st century.
The private education undoubtedly contributes to the nation's future development by developing a pool of professionally educated and trained employees. Therefore, in general it's undeniable that the role of teachers is really essential in generating a quality graduate who will in turn brings up the nation ahead since the educated graduates are the assets of one country. Thus, this research was mainly undertaken to investigate on the significance of factors such as management support, salary and promotion opportunities in affecting the job satisfaction and further to explore on the moderating effect of age, gender, and length of working on the relationships between management support, salary and promotion opportunities and job satisfaction of private college lecturers in Penang. The result from this research showed that management support, salary and promotion opportunities are significant in determining the job satisfaction. It was also discovered that there is significant effect of length of working in moderating the relationship between management support and job satisfaction. of selected private college lecturers in Penang.
The considerable attention devoted to individual self-influence processes in organizations has been limited to scope, focusing primarily on self-management that facilitates behaviors that are not naturally motivating and that meet externally anchored standards. In this paper, individual self-control systems are viewed as the central control mechanisms within organizations. An expanded "self-leadership" view is developed that includes (a) self-imposed strategies for managing performance of tasks of low intrinsic motivational potential and (b) self-influence that capitalizes on the "natural"/intrinsic motivational value of task activity. Implications for theory and practice are addressed.
Knowledge has been identified as one of the most important resources that contribute to the competitive advantage of an organisation. The problems associated with poor leadership and interpersonal skills manifest themselves in the loss of organisational knowledge and the expensive duplication of knowledge creation and acquisition, rising costs and reduced performance. Although behavioural and interpersonal skills are most often cited as essential for successful knowledge acquisition, little is known about the role played by "transformational and transactional" leadership in the process of knowledge acquisition and the consequences for organisational performance. A survey of 239 self-managing employees who are, or have been, engaged in knowledge acquisition activities was carried out to investigate the relationship between the components of leadership dimensions associated with Bass's model, a number of knowledge acquisition attributes and performance. Although results showed that some of the "transformational" leadership dimensions enable followers' knowledge acquisition, "transformational" leadership is not a pre-existing condition for achieving desirable performance of self-managing teams.
Purpose ‐ The purpose of the current study is to examine the impact of organizational leadership style and employee empowerment on employees' perception of organizational reputation by testing a hypothesized model. Design/methodology/approach ‐ A quantitative on-line survey was conducted with 700 randomly selected employees from diverse work units of a Fortune 500 company in the United States in February 2011. Findings ‐ The results showed that transformational leadership positively influences employees' perception of organizational reputation, not only directly but also indirectly, through empowering employees. Transactional leadership has a significant negative direct effect on employees' perception of organizational reputation. Employees who feel more empowered in terms of perceived competence and decision-making control have a more favorable evaluation of organizational reputation. Research limitations/implications ‐ By building links between organizational reputation and the two internal antecedent factors, organizational leadership and employee empowerment, the current work extended the list of internal characteristics of excellent public relations, filled the research gap on leadership and empowerment study in public relations, and contributed to the increasing body of knowledge on internal communication. Practical implications ‐ The findings suggest that what determines the employees' views toward the company is how they feel they are treated and whether they have enough say in decision-making. To build a favorable internal reputation, communication professionals should educate organizational leaders of all levels and engage them in strategic, interactive, empowering, democratic and relational-oriented transformational leadership communication behavior. Originality/value ‐ This study was among the first empirical attempts to examine organizational leadership as an influencing factor for internal communication practice and outcomes.
The large-sample statistical theory for latent-variable structural equation models offers little solace to the developmental psychologist, who is often confronted with less than optimally large sample sizes. This article reviews previously proposed alternatives to the sample-size and goodness-of-fit issue in latent-variable structural equation models. Various nonparametric fit indices for latent-variable systems are reviewed with their strengths and weaknesses discussed. An alternative estimation strategy called ME2 estimation is introduced as a possible alternative solution to the small-sample problem.
Purpose
Leadership theory and research has not addressed the role of leaders in knowledge management, despite its importance to organizations. Consequently, information and knowledge management as key leader functions have not been explored. This study is an attempt to generate a preliminary theory of the role of leaders in knowledge management through a grounded theory approach.
Design/methodology/approach
This study builds a grounded theory of the role of leadership in knowledge management by comparatively analyzing 37 in‐depth interviews of CEOs. Combining deductive and inductive methods, this study establishes the key role of top executive leaders of organizations in knowledge management.
Findings
The data from the interviews suggest that leaders are acutely aware of the role of information and knowledge sharing and design knowledge networks that serve to maximize organizational effectiveness. Moreover, leaders use information technology and knowledge management to better focus on key internal and external customers. Thus, this grounded theory emphasizes both the leader behavior dimensions of information and knowledge sharing. More importantly, this study links the processes of knowledge management and customer‐focused knowledge management to leader and organizational effectiveness. Additionally, there seems to be evidence that such knowledge management activities implemented by leaders can positively impact organizational performance.
Research limitations/implications
This grounded theory study has identified relationships/ processes of leadership that are inherently longitudinal. A key limitation, however, is that the end result is theory, which needs to be tested and refined through other conventional mechanisms.
Originality/value
This study makes significant contributions to both the leadership and knowledge management literatures.
This study used a quasi-experimental design to assess the effectiveness of self-managing teams in a telecommunications company. These teams performed customer service, technical support, administrative support, and managerial functions in a variety of locations. The balance of evidence indicates that self-managing teams were more effective than comparable traditionally-managed groups that performed the same type of work. The study illustrates the value of a collaborative research project in which researchers and clients jointly define the research questions, study design, and methods.
The overlooked aspect in Lithuania is the dearth of leaders among head nurses, who bear the responsibility for decisions in ethical dilemmas. Understanding the application of leadership styles is fundamental to ensuring head nurses' abilities to influence outcomes for healthcare providers and patients.
To identify the leadership styles applied by head nurses in decision making in ethical dilemmas on hospital wards.
The data were collected by questionnaires completed by head nurses (n = 278) working in five major state-funded hospitals in each of the five regions of Lithuania. The data were analysed using SPSS 16.0, calculating descriptive statistics and analysis of variance.
Head nurses apply democratic, affiliative, transformational and sustainable leadership styles when resolving ethical dilemmas. The application of leadership styles is associated not only with specific situations, but also with certain background factors, such as years of experience in a head nurse's position, ward specialization and the incidence of ethical dilemmas. Nurses having been in a head nurse's position over 10 years use primitive leadership styles, notably bureaucratic leadership, more often than do those head nurses with only a few years of experience in such a position.
The results highlight the need for head nurses to reflect on their practices and to find new ways of learning from practice, colleagues and patients. Head nurses' managerial decisions due to their 'executive power' can turn into a new state-of-the-art leadership in nursing.
Purpose
This paper examines the relationship between credibility, the dimensions of power and a number of knowledge acquisition attributes.
Design/methodology/approach
The study involves a questionnaire‐based survey of employees from a number of organisations operating in the United Arab Emirates (UAE). A total of 130 useable questionnaires were received from employees who are engaged in self‐managing activities from seven companies. These were subjected to a series of correlational and regression analyses.
Findings
There are three major findings in this research. First, the relationship between expert power and the knowledge acquisition attributes of personal traits, control and negotiation is positive and significant. Second, the constructs of coercive and referent power are likely to have a negative influence on employees' knowledge acquisition and knowledge sharing. Finally, the findings have clearly shown that the management dimension of credibility has a positive and significant impact on the knowledge acquisition attributes of control and negotiation.
Practical implications
The study shows that the real challenge for organisations in the UAE is to provide a working environment that encourages and fosters expert power and credibility and, by extension knowledge acquisition and knowledge sharing.
Originality/value
There is a paucity of research in this area and this paper makes a contribution towards filling this gap.
Purpose – There are two main purposes in this paper. The first is to explore possible relationships between adoption of management tools in a broad sense, the organisational culture and the character of leadership in libraries. This is a very important area because management tools are diffused, interpreted, translated and implemented in many other ways than intended. The second purpose is to present some major findings of nation-wide studies done on these topics to raise awareness about the complex relationships and context that influence chance processes in libraries. Connected to these purposes is also the intention to introduce elements of some institutional theories that have been rather neglected in the more rationalistic literature on, for example, performance measurement. Design/methodology/approach – The paper is based primarily on a comprehensive leadership survey conducted in Denmark in 2007 and on a qualitative study based on extensive interviewing of directors and staff members from 24 public libraries. Some supporting material from earlier leadership surveys is included. The theoretical frame for this paper is theories of isomorphism, management standards and recipes together with a model of organisational culture. Findings – The main findings supports some of the newer theoretical literature concerned with isomorphism, translation and diffusion of standards and recipes, namely that the variation is great and that some of the processes are heavily influenced by the organisational culture in which leadership plays an important role. It is also important that the paper emphasises that management tools, whether performance measurement instruments or technological devices, possess both a technical and a symbolic aspect. Research limitations/implications – The paper reports findings from both a survey and extensive interview research. This implies that only few of the results could be analysed and that the analytical level at some places takes the character of an analysis of tendencies. Originality/value – The paper reports on several leadership surveys conducted since 2001 in Denmark and the UK. The paper also reports qualitative interview research with 24 library directors and 75 staff members. This research is the first of its kind in Scandinavia and the theoretical perspectives make it also of interest to researchers and professionals outside Scandinavia.
Purpose
In order to achieve sustained competitive advantage through developing human capital, organizations, apart from human resource management practices, concentrate on developing transformational leaders and implementing knowledge management (KM). To take part in their efforts, this paper intends to explore leadership and KM literatures to examine the interrelationship between transformational leadership, KM, and employee‐perceived human capital creation or benefits.
Design/methodology/approach
A systematic literature review is carried out of traditional and contemporary theoretical and empirical research studies to support the nexus of interrelationship between transformational leadership, KM, and human capital. This review is mainly integrated using a model and propositions that relate transformational leadership and KM with human capital benefits.
Findings
Transformational leaders have potential to affect their employees' perceptions of human capital benefits. They also have the greatest potential to augment these benefits through involving them in the KM process, establishing organizational culture, and encouraging communication among employees.
Research limitations/implications
This model suggests that human resource managers should provide training to managers with regard to developing transformational leadership behavior, since this behavior contributes to human capital creation by which an organization achieves competitive advantage. Furthermore, this study mainly focuses on leaders as transformational leaders, since these leaders are highly capable of stimulating their followers' creativity. Therefore, this study only considered the components described by Bass and Avolio.
Originality/value
This paper contributes to leadership literature by adding the notion of transformational leadership as an antecedent of human capital creation.
the purpose of this study was to measure and assess transformational leadership and its association with several precursors and consequences in a sample of United States Navy (USN) officers / the study involved collecting and analyzing data from the officers themselves
background and conceptualization [transactional leadership, transformational leadership, perspectives on leadership, general model] (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Retraction: The following article from the Journal of Leadership Studies entitled “Leadership behaviors that really count in an organization's performance in the Middle East: The case of Dubai” by Mohamed Behery, published on July 28, 2008, on Wiley Online Library (wileyonlinelibrary.com) and in Volume 2, Issue 2 (August 2008), has been retracted by agreement between the author, the Editor, Jake Burdick, and Wiley Periodicals, Inc.
The Editorial Office of the Journal of Leadership Studies has concluded that the article did not contain precise references to support direct quotations and significant paraphrases from other articles. Although the Editorial Office felt a retraction was necessary, it wishes to note its belief that the author acted in good faith and that Mr. Behery has not been accused of any misconduct with respect to the contents of the article.
Jeremy Moreland
Editor-in-Chief, Journal of Leadership Studies
Jake Burdick
Editor, Journal of Leadership Studies
Organizational knowledge creation integrates context, knowledge assets, and knowledge creation processes throughout the organization. Using organizational knowledge creation theory as an organizing framework, we conduct a literature review that shows prior work has focused on the role of central, upper‐echelon, leadership in knowledge creation processes, without devoting much attention to context and knowledge assets. To remedy these weaknesses, we develop a new framework for situational leadership in organizational knowledge creation. The framework is based on a continuum that ranges from centralized to distributed leadership at three layers of activity: a core layer of local knowledge creation; a conditional layer that provides the resources and context for knowledge creation; and a structural layer that forms the overall frame and direction for knowledge creation in the organization. We discuss the implications of this framework for theory and practice.
Research using U.S. samples has demonstrated a significant relationship between organizational structure and organizational climate. Given recent developments in Korea, as well as the call to test organization theory and behavior concepts across cultures, this study analyzed the structure-climate relationship in large Korean organizations (N = 1,192 employees in 27 firms). Similar to U.S.-based results, it was found that lower levels of centralization and conflict in the Korean firms were associated with more positive employee perceptions of organizational climate. However, contrary to U.S.-based findings, greater formalization in the Korean firms also led to positive perceptions of climate. Interpretations of these findings are discussed and implications for future management practice offered.
Retail banking is facing many challenges, not least the loss of its customers’ trust and loyalty. The economic crisis is forcing
banks to examine their relationships with stakeholders and to offer greater reassurance that their brand promises will be
delivered. More than ever, banks need to stand for something positive and valued by stakeholders. One way to achieve this
is through paying more attention to brand values. Our article explores how values are adopted by employees within a bank.
When employees ‘live’ their brand’s values, their behaviour during customer interactions reflects this, encouraging the strengthening
of customer relationships. Specifically, we test the relationship between leadership style, employee commitment, and the adoption
of values. Data was collected from a survey of 438 branch employees in a leading Irish retail bank. The study found that a
structured and directive leadership style was effective at encouraging the adoption of the bank’s values. Moreover, when employees
are committed to the organisation, this has a significant impact on their adoption of values. Thus, this study supports the
literature which suggests that leadership and commitment are prerequisites for values adoption.
Key wordsbanking–commitment–employees–leadership–values
Criteria for evaluating structural equation models with latent variables are defined, critiqued, and illustrated. An overall
program for model evaluation is proposed based upon an interpretation of converging and diverging evidence. Model assessment
is considered to be a complex process mixing statistical criteria with philosophical, historical, and theoretical elements.
Inevitably the process entails some attempt at a reconcilation between so-called objective and subjective norms.
The academic and practitioner literature has suggested that knowledge engineers are critical members of the expert systems development process, which includes knowledge acquisition. In fact, knowledge acquisition has often been cited as being the bottleneck to successful development efforts. Unfortunately, other than normative viewpoints, little attention has been paid to the behavioral and interpersonal skill set and related training of knowledge engineers, especially as pertains to the knowledge acquisition process. This study surveyed 101 persons who are, or have been, actively engaged in knowledge acquisition activities; the intent was to determine their interpersonal skills training, to ascertain their perceptions of how important many behavioral and interpersonal skills are for knowledge acquisition, and to determine how proficient knowledge engineers believe they are in terms of these skills and traits. Results indicate only minimal training in most interpersonal skills. In addition, the results showed that knowledge engineers generally feel less qualified in many of the more important skills, possibly as a result of the lack of effective education and training.
Purpose
The purpose of this paper is to analyze how organizational factors such as cultural values, leadership and human resource (HR) practices influence knowledge exploration and exploitation practices and innovation via an empirical study.
Design/methodology/approach
From the knowledge‐based view of the firm, six hypotheses were established and statistically tested in a sample of 111 Spanish companies belonging to innovative industries. Survey methodology was used with the aim of gathering data regarding knowledge management (KM) practices and certain, related organizational aspects in firms.
Findings
This paper provides evidence of a moderating effect of knowledge‐centered culture, knowledge‐oriented leadership and knowledge‐centered HR practices in the relationship between knowledge exploration and exploitation practices and innovation outcomes of companies. In line with previous literature, it is suggested that although KM practices are important on their own for innovation purposes, when certain enablers – organizational factors to overcome human barriers to KM – are properly established, the innovation capacity of the firm can be more successfully exploited.
Research limitations/implications
The research is limited to high rate innovation industries. Future studies will include other industries and a more diverse sample of firms.
Practical implications
The results of this study suggest that managers should place attention on knowledge exploration and exploitation practices along with several organizational enablers in order to achieve high levels of innovation results for the company.
Originality/value
This paper provides new empirical evidence on the relationships between KM, organizational elements such as culture, leadership, HR practices, and innovation in a large sample of firms. To date, the empirical research of these relations has been mainly limited to descriptive case studies and there is thus a lack of empirical evidence with large samples of firms.
The latest buzzwords in organizational change and development literature are “knowledge management” and “knowledge transfer”, which proponents claim are successful ways of improving and enhancing employees’ performance. Moreover, trust and the ability of employees to work in an autonomous manner are often cited as being essential for the effectiveness of self-managed teams. Little however, is known on the effect of interpersonal trust on knowledge management (acquisition) of team members, and the consequences for team performance. A survey of 49 self-managing teams was carried out to investigate the relationship between the dimensions of interpersonal trust, knowledge acquisition, and team performance. Overall, findings support that most interpersonal trust dimensions are positively related to the variables of knowledge acquisition. The results also showed that the effects of interpersonal trust on team performance to a large extent are mediated by the intervening variables of knowledge acquisition.
Maximum likelihood factor analysis provides an effective method for estimation of factor matrices and a useful test statistic
in the likelihood ratio for rejection of overly simple factor models. A reliability coefficient is proposed to indicate quality
of representation of interrelations among attributes in a battery by a maximum likelihood factor analysis. Usually, for a
large sample of individuals or objects, the likelihood ratio statistic could indicate that an otherwise acceptable factor
model does not exactly represent the interrelations among the attributes for a population. The reliability coefficient could
indicate a very close representation in this case and be a better indication as to whether to accept or reject the factor
solution.
Because of the strategic importance of organizational learning in a global economy, the knowledge that repatriates acquire during international assignments is a valuable resource. Few multinational enterprises, however, actively harvest this knowledge, and little quantitative empirical research on this topic exists to date. We propose an original model and propositions that delineate the facilitative and inhibiting factors affecting repatriate knowledge transfer to work units. We conclude with suggestions for future research and practical implications. Journal of International Business Studies (2009) 40, 181–199; doi:10.1057/palgrave.jibs.8400402