Transformational and Transactional Leadership Behaviours and their Effect on Knowledge Workers' Propensity for Knowledge Management Processes

2017 ◽  
Vol 16 (03) ◽  
pp. 1750026 ◽  
Author(s):  
Menike Atapattu ◽  
Gayani Ranawake
Keyword(s):  
Knowledge Management ◽  
Transactional Leadership ◽  
Knowledge Workers ◽  
Leadership Theory ◽  
Current Understanding ◽  
Transformational Leader ◽  
Detailed Explanation ◽  
Management Processes ◽  
Transformational And Transactional Leadership ◽  
Transactional Leader

This paper seeks to raise the question as to why knowledge management (KM) initiatives adopted by organisations fail to achieve the intended outcomes. Based on literature, it is argued, first, that internal leadership is the most critical antecedent which leads knowledge workers (KWs) propensity to engage in KM processes and second, that, transformational and transactional leader behaviours are the key predictors of KM propensity. Consequently, four types of transformational leader behaviours and two types of transactional leader behaviours are conceptualised as energisers of KWs propensity to KM processes and thus bring the KM success. Accordingly, the paper extends current understanding of the association between KM and leadership considering the specific leader behaviours in both transformational and transactional leadership theory where neither the KM nor the leadership field provides a detailed explanation of specific leader behaviours.

Transformational and transactional leadership influence on knowledge management activities of librarians in university libraries in Nigeria

2019 ◽  
Vol 52 (3) ◽  
pp. 864-879
Author(s):  
C.I. Ugwu ◽  
A.M. Okore
Keyword(s):  
Knowledge Management ◽  
Transactional Leadership ◽  
Academic Librarians ◽  
Quantitative Methodology ◽  
University Libraries ◽  
Management Processes ◽  
Transformational And Transactional Leadership ◽  
The Impact ◽  
Leadership Influence ◽  
Analyze Data

This paper aims to determine the influence of transformational and transactional leadership on knowledge management activities of librarians in university libraries in Nigeria. Quantitative methodology was considered appropriate for this type of research and adopted to accomplish the main goal of this study. A questionnaire was used to collect data from a total of 215 librarians who participated in the study. Factor analysis and multiple regressions were used to analyze data. The results of the study reveal a positive and significant influence of transformational and transactional leadership on knowledge management activities of academic librarians in university libraries in Nigeria. Further, the results show that transformational leadership behaviours impacted knowledge management activities of librarians more than transactional leadership behaviours. The study provides both theoretical and empirical evidence on the impact of transformational and transactional leadership behaviours on knowledge management processes.

The impact of knowledge management on knowledge worker productivity

2019 ◽  
Vol 14 (2) ◽  
pp. 178-197 ◽  
Author(s):  
Aino Kianto ◽  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Faisal Nawaz ◽  
Murad Ali
Keyword(s):  
Knowledge Management ◽  
Knowledge Workers ◽  
Knowledge Worker ◽  
Demographic Factors ◽  
Worker Productivity ◽  
Content Type ◽  
Management Processes ◽  
Managerial Position ◽  
The Impact ◽  
Knowledge Management Processes

Purpose The productivity of knowledge workers is crucial not only for organizational innovation and competitiveness but also for sustainable development. In the context of knowledge-intensive firms, implementation of knowledge management is likely to increase knowledge worker productivity. Therefore, the purpose of this paper is to examine the influence of knowledge management on knowledge worker productivity. Design/methodology/approach A research framework on the effects of knowledge management processes on knowledge worker productivity is established and empirically tested with data from 336 knowledge workers at five mobile network operator companies in Pakistan. Findings The results indicate that knowledge creation and knowledge utilization impact knowledge worker productivity positively and statistically significantly. However, knowledge sharing does not have statistically significant impact on knowledge worker productivity. Demographic factors (gender, managerial position and formal education level) do not moderate the relationship between knowledge management and knowledge worker productivity statistically significantly. Research limitations/implications The key limitations are the cross-sectional nature of the data and the geographic limitation to telecom companies in Pakistan. Practical implications Irrespective of gender, education and managerial position, implementation of knowledge management can increase knowledge worker productivity. Therefore, knowledge management practices should be implemented to enhance the knowledge worker productivity via fostering the knowledge worker’s engagement in and propensity to knowledge management processes. Originality/value This study is among the first to examine the likely influence of knowledge management on the productivity of knowledge workers conclusively while controlling for three individual demographic factors. This study also addresses the effectiveness of knowledge management in the little-explored cultural context of Pakistan.

Knowledge Leaders as Multipliers

2021 ◽  
pp. 37-56
Author(s):  
Renée López-Richer ◽  
Caroline Thompson
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Transformational And Transactional Leadership ◽  
Knowledge Leadership ◽  
The Relationship

In order for knowledge management (KM) to thrive, an organization requires a combination of conditions that form the runway from which a KM initiative can take off. There is general agreement that technology, human resources, organizational culture, and leadership are among the key enablers of successful KM. The intentions and actions of knowledge leaders in particular can make a profound difference to how KM is institutionalized in an organization. The relationship between leadership and KM has been studied extensively, especially established leadership styles such as transformational and transactional leadership. In this chapter, the authors explore the influence of knowledge leadership on KM through the lens of Liz Wiseman's leadership paradigm, Multipliers. The authors propose that effective knowledge leadership reflects the traits of the multiplier: leaders who draw on certain skills and approaches to effectively “multiply” the intelligence of an organization.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

Relationship Of Creative Management, Teacher Effectiveness, Teacher Stress And Teacher Commitment With Different Dimensions Of Managerial Leadership

Think India ◽  
2019 ◽  
Vol 22 (2) ◽  
pp. 2007-2026
Author(s):  
Deepa Sikand
Keyword(s):  
Teacher Effectiveness ◽  
Transactional Leadership ◽  
Significant Relationship ◽  
Teacher Stress ◽  
Teacher Commitment ◽  
Educational Institutions ◽  
Managerial Leadership ◽  
Transformational And Transactional Leadership ◽  
Different Dimensions ◽  
Relationship Of

The present study was conducted to study the relationship of creative management, teacher effectiveness, teacher stress and teacher commitment with different dimensions of managerial leadership. In order to conduct present study 450 teacher educators with doctorate degree and without doctorate degrees, with different levels of experience were selected from 45 selected colleges of education taking 10 teachers from each institution were selected randomly. Creative Management Scale prepared by the investigator, Multifactor Leadership Questionnaire (Bass and Avolio, 2003), Teacher Commitment Questionnaire (AmitKauts and AachalKalia, 2012), Teacher Effectiveness Scale (Mutha, 1982)and Teacher Stress Questionnarie (Otto (1983) and Adapted by Max Smith and Sid)were used as tools for the present study. The findings of the study revealed that there is significant relationship in the creative management and managerial leadership. This means that variation in the creative management in any manner would have remarkable impact on the managerial leadership and vice versa. It is also found that there is significant relationship in the teacher effectiveness and managerial leadership. Hence, increased practice of transformational and transactional leadership would ensure better teaching effectiveness in the educational institutions and vice versa. Another finding is that there is significant relationship in the teacher stress and managerial leadership. This means that increased teacher stress may become a cause for the action orientation of managerial leadership and managerial leadership may also act as a stressor among teaching professionals. It is also found that there is significant relationship in the teacher commitment and managerial leadership for transformational and transactional leadership dimensions of Managerial Leadership. Hence, increased practice of transformational and transactional leadership would ensure better teaching commitment in the educational institutions and vice versa.

scholarly journals Safety Leadership as a Means for Safe and Sustainable Shipping

2021 ◽  
Vol 13 (14) ◽  
pp. 7841
Author(s):  
Nermin Hasanspahić ◽  
Vlado Frančić ◽  
Srđan Vujičić ◽  
Mario Mandušić
Keyword(s):  
Transactional Leadership ◽  
Work Performance ◽  
Safety Training ◽  
Environment Protection ◽  
Human Relations ◽  
Latent Factors ◽  
Safety Leadership ◽  
Safe Work ◽  
Transformational And Transactional Leadership ◽  
Marine Accidents

Safety leadership is critical in high-risk industries such as shipping since inadequate leadership can cause marine accidents, resulting in injuries, fatalities, damage to property and environmental pollution. One of the aspects of good and effective safety leadership is creating good human relations and satisfaction among crewmembers, considered a precondition for effective teamwork. Officers on board ships should establish effective teamwork and implement adequate safety leadership, positively affecting safety culture, increasing safety in general and improving marine environment protection. Safety leadership onboard ships comprises several characteristics, including maintaining safe work performance, carrying out safety training, and encouraging crewmember morale. Therefore, it is essential for all stakeholders in shipping industries that officers onboard ships can identify those characteristics, adapt, and apply them adequately. This paper presents the characteristics and skills that shipboard officers need to apply in order to be excellent leaders and serve with adequate safety leadership abilities. One tool for recognizing those characteristics and skills was a survey carried out among experienced professional seafarers. Analysis of the survey data revealed latent factors, these being transformational and transactional leadership elements affecting safety leadership onboard ships.

The dynamic relationship of knowledge management processes and project success: modeling the mediating role of knowledge worker satisfaction

2021 ◽  
Vol 27 (6) ◽  
pp. 1657-1676
Author(s):  
Anum Shahzadi ◽  
Shuangyan Li ◽  
Umar Farooq Sahibzada ◽  
Mehwish Malik ◽  
Roshi Khalid ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Project Success ◽  
Knowledge Worker ◽  
Entrepreneurial Leadership ◽  
Content Type ◽  
Mediating Role ◽  
Management Processes ◽  
Worker Satisfaction ◽  
Knowledge Management Processes

PurposeConstructed upon a knowledge-based view, the purpose of this paper aims to empirically examine the entrepreneurial leadership impact as knowledge management enabler on knowledge management processes and knowledge management processes on project success. The study further ascertains the mediating role of knowledge worker satisfaction among knowledge management processes and project success.Design/methodology/approachUsing the data collected from 302 project workers from the software industry, China. The research used structural equation modeling (SEM) to analyze the hypothesis relationships using smart-PLS 3.2.9.FindingsThe outcome of the study reveals that entrepreneurial leadership has a substantial significant impact on knowledge management processes, and knowledge management processes influence project success via knowledge worker satisfaction as a mediator both directly and indirectly. Moreover, the study found partial mediation of knowledge worker satisfaction between knowledge management processes and project success.Practical implicationsThe current research identifies that entrepreneurial leadership may play a role in fostering knowledge management processes in project-based organizations (e.g. software industry) that can use the knowledge management processes to increase their chances of project success. More broadly, the current study contributes to the entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success existing literature and strengthens the relationship and suggest that how project manager's value knowledge worker satisfaction and help organizations gain competitive advantage and project success.Originality/valueAlthough there is an increased significance of knowledge management in the software industry, there is a lack of research that examines the enabling factors and outcomes of knowledge management practices. The present study is one of the first studies to ascertain the relationship of entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success. This is one of the initial researches that not only empirically examines the interrelationships among these variables but also enlighten insights into the current literature by instantaneous investigation of the mediating role of knowledge worker satisfaction.

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