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.

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.

The impact of quality management practices on knowledge management processes: a study of a social security corporation in Jordan

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ata Al Shraah ◽  
Ayman Abu-Rumman ◽  
Faisal Al Madi ◽  
Fawwaz Ali Farhan Alhammad ◽  
Ayah Ahmad AlJboor
Keyword(s):  
Knowledge Management ◽  
Statistical Analysis ◽  
Quality Management ◽  
Social Security ◽  
Management Practices ◽  
Content Type ◽  
Quality Management Practices ◽  
Management Processes ◽  
The Impact ◽  
General Director

PurposeThis study aimed to investigate the impact of total quality practices on knowledge management (KM) processes across a Social Security Corporation (SSC) in Jordan and explore the best approach to improve KM processes using quality management.Design/methodology/approachThis study followed a quantitative methodology: a conceptual model was developed based on an extensive review of the related literature; an online survey was developed and distributed using the SSC's intranet; and 384 surveys were completed and used in the statistical analysis. The two-stage approach of structural equation modeling (SEM) was employed to analyze and interpret the data, and was used to validate the conceptual model of this research.FindingsBased on the statistical analysis it was found that six out of seven independent factors relating to quality management practices were confirmed to have a significant impact on the knowledge management processes (KMPs). Building upon the findings an agenda for improving KM processes using quality management is proposed.Originality/valueThis study was conducted in one organization namely the SSC because it is the largest public service organization in Jordan and offers compulsory services. The inclusion of other public organizations and companies may reflect different findings. Future research may collect data from other service industries to get a more comprehensive perspective from developing countries such as Jordan. Moreover, the population of this study included only the General Director, General Director Assistants, and Administrative Managers. Front-line employees were excluded from the data collection because the study was conducted solely from a managerial perspective.

Organizational Culture and Knowledge Management

2002 ◽  
Vol 01 (01) ◽  
pp. 57-63 ◽  
Author(s):  
Thou Tin Lim
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Cultural Context ◽  
Management Practices ◽  
Cultural Leadership ◽  
Management Processes ◽  
New Business ◽  
Knowledge Management Practices ◽  
The Impact ◽  
Knowledge Management Processes

As organizations in Singpore respond to the pressures of globalization, the adoption of knowledge management practices becomes more prevalent. In a hurry to implement this new business paradigm, organizations may have overlooked the influence of the cultural context which is commonly considered one of the pillars of knowledge management in a western-oriented organization. This paper examines what was overlooked by Singapore organizations while moving towards knowledge management. Specifically, it studies the impact of organizational culture on knowledge management processes. A review of literature shows that there is a relationship between cultural factors and knowledge management processes. This relationship is reflected in a research model that helps to answer research questions and to formulate hypotheses for testing. The result indicates that knowledge management should consider not just the technological aspects of implementation but also the cultural, leadership and contextual aspects of an organization.

Ethics Impact on Knowledge Management in Organizational Development

2018 ◽  
pp. 19-45
Author(s):  
Rantaung David ◽  
Bonu Narayana Swami ◽  
Suryakanthi Tangirala
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Organizational Development ◽  
Tacit Knowledge ◽  
Ethical Principles ◽  
Management Processes ◽  
Survey Strategy ◽  
The Impact ◽  
Ethical Cultures ◽  
Knowledge Management Processes

This study aims to examine the impact of ethics in the knowledge management in organizational development in Botswana. Importance of ethics in knowledge management is growing at a faster pace of late; still some employees tend to be unethical. As organization consists of different people with different ethical cultures, it is essential that organizations should make their employees follow ethical principles while creating, sharing and using both explicit and tacit knowledge to have optimum organizational development. Respecting ethics by human resources helps to improve implementation of knowledge management. The chapter main focus is on Management of ethics in an organization which influences knowledge management processes and subsequently influence organizations development. To locate ethics impact on knowledge management for organizational development, the scholars employed a survey strategy where respondents indicated that there is a significant impact of ethics in knowledge management for organizational development.

Organizational culture and knowledge management processes: case study in a public university

2019 ◽  
Vol 49 (1) ◽  
pp. 35-53 ◽  
Author(s):  
Iman M. Adeinat ◽  
Fatheia H. Abdulfatah
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Public University ◽  
Equation Modeling ◽  
Management Process ◽  
Content Type ◽  
Management Processes ◽  
The Impact ◽  
Knowledge Management Processes

Purpose The purpose of this paper is to examine knowledge management interrelationships in higher education institutions and to assess the impact of the university’s culture on knowledge management processes: creation, dissemination, exchange and application. Design/methodology/approach The proposed model establishes the relationships between organizational culture (OC) and knowledge management processes in a single framework. The study used the organizational culture assessment instrument to determine the culture type and used structural equation modeling to assess the underlying relationships between knowledge management process and OC. Findings The results of the factor analysis used in this study suggest that adhocracy organizational culture, in which an organization is characterized by emphasis on individual initiative and employee empowerment, may not necessarily affect all knowledge management processes equally. In particular, an organization’s culture principally influences the knowledge creation process, followed by knowledge exchange, in a public university setting. Originality/value The study provides a comprehensive outlook on the effect of adhocracy culture in higher education on the knowledge management process through the lens of one cultural context. In addition, this is the first study that explores the OC effect on knowledge management process in a Saudi public university.

Transformational and Transactional Leadership in Interuniversity Athletics Management

1996 ◽  
Vol 10 (3) ◽  
pp. 292-309 ◽  
Author(s):  
Alison J. Doherty ◽  
Karen E. Danylchuk
Keyword(s):  
Transactional Leadership ◽  
Leader Behavior ◽  
Leader Effectiveness ◽  
Athletic Administrators ◽  
Intellectual Stimulation ◽  
Athletic Department ◽  
Extra Effort ◽  
Idealized Influence ◽  
Transformational And Transactional Leadership ◽  
The Impact

This study examined the leader behavior of interuniversity athletic administrators according to Bass's (1985) transformational/transactional leadership model. The impact of that behavior on subordinates’ satisfaction with leadership, perceived leader effectiveness, departmental commitment, and extra effort was also examined. A sample of head coaches from Ontario universities (N= 114) completed the Multifactor Leadership Questionnaire (MLQ) Form 5X (Bass & Avolio, 1991) with regard to their athletic administrators. The resultant profile was one of predominantly transformational as opposed to transactional or nonleadership behavior. Furthermore, leader-centered behavior (idealized influence, attributed charisma) was used more often than subordinate-centered behavior (individualized consideration, intellectual stimulation). Coaches' satisfaction with leadership, perceived leader effectiveness, and extra effort were positively and strongly associated with transformational leadership and contingent reward behavior, whereas negative relationships were observed for management-by-exception (passive) and nonleadership behaviors. Leader behavior was not associated with the coaches' commitment to the athletic department.

A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance

2016 ◽  
Vol 35 (5) ◽  
pp. 681-705 ◽  
Author(s):  
Ra'ed Masa'deh ◽  
Bader Yousef Obeidat ◽  
Ali Tarhini
Keyword(s):  
Transformational Leadership ◽  
Firm Performance ◽  
Job Performance ◽  
Knowledge Sharing ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Content Type ◽  
Transformational And Transactional Leadership ◽  
The Impact

Purpose – Knowledge sharing adoption has been considered as a significant practice for organizations. However, there is a modest empirical confirmation to indicate how these organizations value the richness of their knowledge capabilities. The purpose of this paper is to investigate both transformational and transactional leadership styles that influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance. Design/methodology/approach – Data collected from 179 employees at the higher council of youth in Jordan were empirically tested using structural equation modelling. Findings – The findings revealed that both transformational and transactional leadership styles have significant impact on job performance, and the latter on firm performance. Also, it was found that transactional leadership impacted knowledge sharing, whereas transformational leadership did not. Originality/value – This research proposes a new approach to understand knowledge sharing adoption, and outlines some theoretical and managerial implications of the findings.

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