Transformational Leadership and Knowledge Management: Analysing the Knowledge Management Models

The purpose of the present study is to investigate the mutual relationship between transformational leadership and knowledge management as well the potential effects of a transformational leader on his or her followers. In this paper, we review the role of transformational leadership in effective knowledge management and establish the emerging role of transformational leadership, as an ideal leadership style in building knowledge-based companies to achieve a higher degree of competitive advantage. The findings in this article are based upon previous empirical studies that illustrate the formulation of several propositions that contribute to the knowledge management processes. Our findings are based upon possible scenarios that impact transformational leadership and knowledge management using grounded theoretical research. Research limitations are twofold. One limitation is found in the prior literature indicating that past studies have posited that companies might lack the required capabilities or decide to decline from interacting with other companies (Caldwell & Ancona 1988), or even distrust sharing their knowledge (Kraut & Streeter 1995). And, second, our contribution to the literature lies in presenting a link between knowledge management and transformational leadership that incorporates the knowledge management processes that may impact the effectiveness of transformational leaders to enhance their capabilities to effectively play their roles within companies. In addition, managerial applications that may support knowledge management processes are proposed further research is necessary to finalise conclusions. The original value of this research provides an impetus of mutual interaction of knowledge management and transformational leadership

Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

This paper reviews the current literature of management to indicate how transformational leaders contribute to organisational knowledge by building an effective culture. The paper is based on a review of leadership theories, organisational knowledge, organisational culture and the integration of concepts from the knowledge-based view of the firm. This review also indicates that to develop organisational knowledge transformational leaders act as change agents who influence organisational culture which can in turn mediate the relationship between transformational leadership and organisational knowledge

Leadership of Integrated Health and Social Care Services

This research explores the lived experience of those individuals charged with leading the integration of health and social care services in Scotland. The research was primarily qualitative in nature – comprising of a qualitative survey of front-line managers of integrated health and social care services from a single partnership area. The survey explored the management and leadership tasks and activities expected of those leading health and social care teams. The research uncovers a sense that these new leadership positions are both overwhelming in the scope of tasks required and lack clarity in how these tasks should be undertaken. This highlights a need for coordinated support and training for staff who are charged with leading integrated health and social care teams. Three key recommendations have been drawn from the findings of this research: more support should be provided to managers working within these complex integrated systems; a joint training programme should be developed for managers across both partnering organisations and finally relevant policies and procedures should be compiled into one reference resource for managers of integrated services

Educational leadership and management : theory, policy, and practice

There is great interest in educational leadership in the early part of the 21st century because of the widespread belief that the quality of leadership makes a significant difference to school and student outcomes. There is also increasing recognition that schools require effective leaders and managers if they are to provide the best po ssible education for their learners. Schools need trained and committed teachers but they, in turn, need the leadership of highly effective principals and support from other senior and middle managers. While the need for eff ective lead ers is widely acknowledged, there is much less certainty about which leadership behaviours are most likely to produce favourable outcomes. I examine the theoretic al underpinnings for the fie ld of educational leadership and management, assess different leadership models, and discuss the evidence of their relative effectiveness in developing successfu l schools

Urban planning law in Liberia: the case for a transformational approach

This article discusses the need for a fundamental rethinking of urban planning in Liberia with special reference to Monrovia, the capital. Liberia is a post-conflict country and is facing a multitude of problems. One is the very rapid urbanisation of the country. Well over 50% of the population live in urban areas, and over one million people—one third of the population—live in Monrovia, for the most part in informal ‘illegal’ settlements with few facilities. Despite land issues being acknowledged as in need of being tackled as a matter of urgency, little has been done by the Johnson-Sirleaf government since it came to power in 2006. What is needed and what this article argues for is a plan for the development of Monrovia based on the Right to the City with residents given clear rights to land and to participate in the governance of their city. The approach is denominated as a transformational one, taking its inspiration from van der Walt’s approach set out in his Property in the Margins. The need for and the outline of an Urban Transformation Act are set out in the article which concludes with a warning that it cannot be supposed that the residents of Monrovia will continue indefinitely to put up with their very poor living conditions

Towards a New Model of Leadership for the NHS

This paper was commissioned by the NHS Leadership Academy as a contribution to thinking about the future development of leadership in and around the NHS. It was prepared in collaboration with the Hay Group. The backdrop and one of the triggers was the launch of a new suite of professional development programmes sponsored and organised by the NHS Leadership Academy. From the research reported in this paper a new framework for leadership in the healthcare is built. This is being used to guide the construction of a new Leadership Model. To quote the NLA this 'will be a well-researched, evidence-based model that reflects the values of the NHS, what we know about effective leadership, what we have learned from the Leadership Framework and what our patients and communities are now asking from us as leaders'

Requirements Engineering as Creative Problem Solving: A Research Agenda for Idea Finding

This vision paper frames requirements engineering as a creative problem solving process. Its purpose is to enable requirements researchers and practitioners to recruit relevant theories, models, techniques and tools from creative problem solving to understand and support requirements processes more effectively. It uses 4 drivers to motivate the case for requirements engineering as a creative problem solving process. It then maps established requirements activities onto one of the longest-established creative problem solving processes, and uses these mappings to locate opportunities for the application of creative problem solving in requirements engineering. The second half of the paper describes selected creativity theories, techniques, software tools and training that can be adopted to improve requirements engineering research and practice. The focus is on support for problem and idea finding - two creative problem solving processes that our investigation revealed are poorly supported in requirements engineering. The paper ends with a research agenda to incorporate creative processes, techniques, training and tools in requirements projects

Generative grammar

Generative Grammar is the label of the most influential research program in linguistics and related fields in the second half of the 20. century. Initiated by a short book, Noam Chomsky's Syntactic Structures (1957), it became one of the driving forces among the disciplines jointly called the cognitive sciences. The term generative grammar refers to an explicit, formal characterization of the (largely implicit) knowledge determining the formal aspect of all kinds of language behavior. The program had a strong mentalist orientation right from the beginning, documented e.g. in a fundamental critique of Skinner's Verbal behavior (1957) by Chomsky (1959), arguing that behaviorist stimulus-response-theories could in no way account for the complexities of ordinary language use. The "Generative Enterprise", as the program was called in 1982, went through a number of stages, each of which was accompanied by discussions of specific problems and consequences within the narrower domain of linguistics as well as the wider range of related fields, such as ontogenetic development, psychology of language use, or biological evolution. Four stages of the Generative Enterprise can be marked off for expository purposes