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

Developing a tool to assess the integration of sustainability into banks: A case study on a bank in Egypt

Banks have an important role to play in the global transition to a more sustainable planet. Not only are they a powerful agent through their control of the money supply, the projects they finance, and clients they lend, but they also have financial, reputational, and legal motivations to adopt more sustainable practices. Based on the importance of banks as sustainability agents and their motivation to become more sustainable, this study focuses on the sustainability integration process in the banking sector and proposes a measurement for this integration. More specifically, this study has three objectives: To create a diagnostic tool or model that can assess the extent to which a bank has integrated sustainability, to pilot the tool on a sample bank that has attempted to integrate sustainability in Egypt, and to refine the tool based on the pilot conducted in the second objective. The tool has been developed to probe for a set of standards that a bank is suggested to follow to integrate sustainability. The standards were developed from the review of literature which suggested following division for the standards: vision and strategy, core business, culture and leadership, communication, and internal environment. Once the tool was developed and piloted on the Arab African International Bank in Egypt, it was found that the bank was 38.16% sustainable. However, the pilot experience revealed many refinements that should be made to the tool. After these refinements were taken into consideration, the updated, and fairer, score for the bank was found to be 43.64%. The plans and strategies of the bank, which in the bank\u27s case, covered the next three years, were also accounted for in a separate tool, post-refinement, and revealed a score of 54.51%. This means that if the bank were to follow through the strategy it expressed over the next three years, it can become 54.51% sustainable, up from 43.64%. There are charts that complement every score which reveal precisely the breakdown of each score. The purpose of this study is not to suggest a tool as an end product, rather it is to suggest it as a starting point for future studies and practitioners, such as banks and consultants, to build on and adjust. The refinement process undertaken study is also a method this study aims to propose. The details of the tool may vary, but there is at least a skeleton and an approach that has resulted from this study on which future research can rely

Transformational Leadership, Information Technology, Knowledge Management, Firm Performance: How Are They Linked?

This paper investigates the possible effect of information technology on facilitating knowledge management processes by developing a link between transformational leadership and information technology. Research indicates that leaders that care considered transformational, are posited as change agents as they deploy information technology of a firm coupled with their transformational-leadership style. Information technology plays a mediating role in the relationship between transformational leadership and knowledge management. Existing literature combine the interactions between transformational leadership and knowledge management. I expand on this concept by attempting to better understand the mechanisms by which knowledge management and firm performance are influenced by transformational leadership. In the next section, I present a new facet that executives have embraced-----transformational leadership

A new view to uncertainty in Electre III method by introducing interval numbers

The Electre III is a widely accepted multi attribute decision making model, which takes into account the uncertainty and vagueness. Uncertainty concept in Electre III is introduced by indifference, preference and veto thresholds, but sometimes determining their accurate values can be very hard. In this paper we represent the values of performance matrix as interval numbers and we define the links between interval numbers and concordance matrix .Without changing the concept of concordance, in our propose concept, Electre III is usable in decision making problems with interval numbers

Analysis of the Factors Affecting the Adoption of Management Information Systems

The present study was conducted with the aim to identify and rank the factors affecting the successful adoption of management information systems in medical centers of Kerman (Iran). For this purpose, based on research literature and experts’ interview 27 criteria were identified in four dimensions and categorized. Then, considering the causal relationships between them and the importance of each indicator, the AHP and DEMATEL multi-criteria decision making approach was used in the Intuitionistic fuzzy environment. In the present study, the weight of dimensions was determined using AHP method and then the causal relationships between dimensions and degree of influence and effectiveness of each dimension were determined using DEMTEL technique. The results obtained that the dimension of senior management support is identified as the most important dimension. Then, the dimensions of information quality, system quality, and finally the user experience are important.https://dorl.net/dor/20.1001.1.20088302.2022.20.3.4.1

The Art of Transformational Leadership: A Key to High-Performance Company

The purpose of this research is to explore how transformational leadership impacts on organizational performance. We posit that transformational leadership is a significant indicator of organizational performance. This article suggests that executives that act as transformational leaders affect organizational outcomes. In particular, this article raises a vital question as to how managers can successfully contribute to performance at the organizational level. It highlights the potential consequences of applying transformational leadership