Developing Effective Military Leaders: Facilitating the Acquisition of Experience-Based, Tacit Knowledge

2001 ◽  
Author(s):  
Anna T. Cianciolo ◽  
John Antonakis ◽  
Robert J. Sternberg
Keyword(s):  
Tacit Knowledge ◽  
Military Leaders

Identifying and assessing tacit knowledge: understanding the practical intelligence of military leaders

2003 ◽  
Vol 14 (2) ◽  
pp. 117-140 ◽  
Author(s):  
Jennifer Hedlund ◽  
George B Forsythe ◽  
Joseph A Horvath ◽  
Wendy M Williams ◽  
Scott Snook ◽  
...  
Keyword(s):  
Tacit Knowledge ◽  
Practical Intelligence ◽  
Military Leaders

Relationships among applications of tacit knowledge and transformational/transactional leader styles

2015 ◽  
Vol 36 (2) ◽  
pp. 120-136 ◽  
Author(s):  
Teresa Z. Taylor ◽  
Joseph Psotka ◽  
Peter Legree
Keyword(s):  
Tacit Knowledge ◽  
Self Report ◽  
Response Patterns ◽  
Military Leaders ◽  
Situational Judgment Test ◽  
Content Type ◽  
Us Army ◽  
Multifactor Leadership ◽  
Two Measures ◽  
Transactional Leader

Purpose – The purpose of this paper is to examine intercorrelational relations among the self-report behavioral construct Multifactor Leadership Questionnaire (MLQ) 5X transformational and transactional subscales and the Tacit Knowledge for Military Leaders Inventory (TKML) leader-level specific situational judgment test scenarios. Design/methodology/approach – In total, two leadership measures, the behavioral construct MLQ and the cognitive construct TKML assess different aspects of how a leader functions and were administered to 125 active US Army officers representing three leader levels: platoon, company, and battalion. The authors examine the intercorrelational relationship between these two measures. Findings – Results show a correlational pattern that contours the evolution of a leader’s skills (from novice platoon leader to expert battalion leader), with the strongest correlation at the higher leader levels. Research limitations/implications – The decision to restrict the number of TKML scenarios provided to respondents and to administer the MLQ and TKML to the same sample is considered a limitation. Practical implications – Pairing the MLQ and TKML makes use of self-reported leader behaviors with maximal assessment scales that directly assess respondents’ understanding of what the best approaches to good leadership are. Social implications – Response patterns from both measures permits direct counseling on the misconceptions about leadership to create better leaders. Originality/value – No previous research has examined correlative relations among the scales/subscales of the MLQ and TKML.

Developing effective military leaders: Facilitating the acquisition of experience-based, tacit knowledge

2001 ◽  
Author(s):  
Anna T. Cianciolo ◽  
◽  
John Antonakis ◽  
Robert J. Stemberg
Keyword(s):  
Tacit Knowledge ◽  
Military Leaders

Developing Effective Military Leaders: Facilitating the Acquisition of Experience-Based Tacit Knowledge

2005 ◽  
Author(s):  
Cynthia T. Matthew ◽  
Anne T. Cianciolo ◽  
Robert J. Sternberg
Keyword(s):  
Tacit Knowledge ◽  
Military Leaders

scholarly journals Tacit Knowledge for Military Leaders: Platoon Leader Questionnaire.

1999 ◽  
Author(s):  
JJennifer Hedlund ◽  
Wendy M. Williams ◽  
Jospeh A. Horvath ◽  
George B. Forsythe ◽  
Scott Snook
Keyword(s):  
Tacit Knowledge ◽  
Military Leaders

The age of military leaders and expansion of the Armed Forces.

1956 ◽  
Author(s):  
C. A. McMahan ◽  
J. W. Combs
Keyword(s):  
Armed Forces ◽  
Military Leaders

Managerial Tacit Knowledge

1991 ◽  
Author(s):  
Richard K. Wagner
Keyword(s):  
Tacit Knowledge

Emotion Management and the Role of Military Leaders

2009 ◽  
Author(s):  
Kathryn L. Engel ◽  
Krista L. Langkamer ◽  
Seth A. Kaplan ◽  
Jose M. Cortina ◽  
Jose M. Cortina ◽  
...  
Keyword(s):  
Emotion Management ◽  
Military Leaders

Tacit Knowledge Management at the Kenya Institute for Public Policy Research and Analysis

Mousaion ◽  
2019 ◽  
Vol 36 (1) ◽  
Author(s):  
Omwoyo Bosire Onyancha ◽  
Gladys Njeri Mungai ◽  
Henry Nyabuto Kemoni
Keyword(s):  
Public Policy ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Policy Research ◽  
Primary Data ◽  
Intangible Asset ◽  
Research Approach ◽  
Public Policy Research ◽  
Observation Methods ◽  
Tacit Knowledge Sharing

Tacit knowledge is seen as difficult to be shared in an organisation owing to its intuitive, versatile and practice-based nature. Consequently, tacit knowledge is not well-understood or valued in most organisations and more so in public institutions. The purpose of the study was to investigate how the Kenya Institute for Public Policy Research and Analysis (KIPPRA) manages tacit knowledge as an intangible asset and also to recommend a framework or model for the management of tacit knowledge for a competitive advantage and development at the KIPPRA. The study adopted a qualitative research approach, with interviews and observation methods constituting the primary data collection methods. The study targeted 60 employees of KIPPRA consisting of researchers, young professionals, heads of divisions, a knowledge manager and administrative staff. The qualitative data collected were organised, categorised and reported verbatim. Among the key findings were that KIPPRA has the capacity for tacit knowledge sharing, capture, transfer and storage that have not been capitalised on. Further, employees experience challenges such as the identification and understanding of tacit knowledge, access to tacit knowledge sharing platforms, access to expertise with specific tacit knowledge, tacit knowledge hoarding, individualism, and ICT-related challenges in accessing tacit knowledge. Finally, the study recommends the adoption of a proposed framework for managing tacit knowledge at the KIPPRA.

O̅TA GYU̅ICHI. «SHINCHŌ-KŌ KI», BOOK IX (COMMENTED TRANSLATION INTO RUSSIAN)

2020 ◽  
pp. 229-248
Author(s):  
S. A. Polkhov ◽  
Keyword(s):  
Political Ideology ◽  
Russian Translation ◽  
Wall Paintings ◽  
Pure Land ◽  
Military Leaders ◽  
Unique Information

The article provides a Russian translation of the book IX of «Shincho̅-ko̅ ki». This part of the chronicle narrates the renewal of the war between Nobunaga and Honganji Temple. The followers of the True School of Pure Land besieged in Ozaka managed to inflict painful counterattacks against the forces of the “unifier of Japan”. Nobunaga detachments, trying to capture the Kizu fortress on the outskirts of Ozaka were surrounded and defeated. Ban Naomasa, one of his prominent military leaders, was killed, the army from Ozaka attacked the Tenno̅ji fortress, and only the help immediately rendered by Nobunaga saved the garrison from death. After that, Nobunaga blocked Ozakа on land and at sea. However, the fleet of the Mo̅ri house, which joined the ranks of Nobunaga opponents, and the allies of Mo̅ri were able to defeat the naval forces of Nobunaga and deliver provisions to Ozaka, which allowed Honganji to continue the struggle. Book IX also contains a description of the construction of Azuti Castle and its main tower (tenshu), Nobunaga’s residence. The unique information of the chronicle formed the basis for the further reconstruction of the tenshu’s appearance. The castle became the personification of the wealth and omnipotence of Nobunaga, a reflection of his claims to the role of supreme ruler of Japan. The wall paintings of the main tower halls manifest the influence of Confucianism, Buddhism and Taoism. The key symbols of the images are taken from Chinese political ideology.

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