Effects of transformational leadership and organizational position on knowledge management

C. B. Crawford

198 citations0/0 files storedJournal of Knowledge Management

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Employee Performance and Leadership Knowledge Management and Sharing Organizational Learning and Leadership

Abstract

Purpose The purpose of this research report is to empirically explore the relationship between transformational leadership, organizational position, and knowledge management. Design/methodology/approach Adult subjects (n=1,046) were asked to complete a survey battery consisting of questions about their leadership abilities, organizational position, and knowledge management behaviors. Findings Knowledge management behaviors were significantly predicted by transformational leadership accounting for 19.5 percent of the variance. Organizational position was a significant predictor of knowledge management and, with transformational leadership, accounted for 21.1 percent of the variance of knowledge management. Research limitations/implications Future research needs to more clearly focus on the specific aspects of transformational leadership, position, and knowledge management in a variety of contexts, but the results of this study clearly support the basis for a relationship between these variables. Furthermore, future research should continue to clarify the causative details surrounding leadership and knowledge management such that more specific cause and effect relationships might be exposed. Practical implications Transformational leaders are better suited to handle even the most technical aspects of the modern workplace than are transactional or laissez‐faire leaders. Additionally, as individual leaders move up in an organization they are better suited to engage in knowledge management, at least partially, because they are more transformational in leadership style. Originality/value This paper reveals that the relationship between knowledge management and effective organizational management is not just theoretically sound, but, in fact, empirically proven. This report has applicability to any leader, or aspiring leader, in an organizational setting seeking to improve their abilities.

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References

1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1987Leadership and Performance beyond Expectations 1996The knowledge-creating company: How Japanese companies create the dynamics of innovation 2012Post-Capitalist Society 1990Champions of Technological Innovation 1987The transformational leader 2001Managing organizational knowledge as a strategic asset 2001The relationship of various leadership styles to knowledge management

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2017The role of innovation in building competitive advantages: an empirical investigation 2011Transformational leadership and human capital benefits: the role of knowledge management 2013Stress in highly demanding IT jobs: Transformational leadership moderates the impact of time pressure on exhaustion and work–life balance.2011Predictors of Administrative and Technological Innovations in Nonprofit Organizations 2013Knowledge leadership to improve project and organizational performance

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