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

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

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

Learning And Teaching Styles In Management Education: Identifying, Analyzing, And Facilitating

Drawing on the learning theory of the Felder-Silverman model (2002), and the work of A.F. Grasha, this paper provides a brief review of teaching and learning styles used in management education. Professors, like students, demonstrate a number of learning styles and a professor has some responsibility to organize and present a course to satisfy students’ varied learning styles. After a brief review of the literature this paper suggests ways to assess the teaching and learning styles of management educators and students

The America Economic Crisis Of 2009/2010: Three Pillars Of American Strength That Will Lead To Recovery

The notion of the Fall of the American Empire (Wojtowicz, 1993) is equivalent to the Peter Principal in that positive realization will always prevail over the negative perspective. Wojtowicz (1993) contends that Isaac Asimov wrote his foundation stories to show that every empire, even the most powerful one, has to fall eventually. Lawrence Peter (1984), an educator and hierarchiologist, argued that each manager will rise to the level in which he or she will fail. Inevitably, the Peter Principal failed because it placed a negative connotation on managerial growth. The same thing holds true with the Failure of the American Empire. America cannot fail because while there are many foundations of strength that has held America together since the American Revolution, there are three pillars that will help America continue to prosper. The three pillars are the strength of the military, the excellent education system, and the spirit of democracy that has led to capitalism. The spirit of democracy as Abraham Lincoln exemplifies as “A government of people, by the people, for the people,” has kept America vibrant and open for people to rise to the highest office in the free world (Powell and Powell, 1918). In the philosophical Age of Enlightenment, John Locke, a puritan in the England of Cromwell, put forth a new civil order: law based on reason, a government deriving its power from the governed, liberty to pursue individual goals as a natural right, and private property and its use in the pursuit of happiness (Wren and Bedian, 2009). These four ideas provide the bases of how our founders designed the America of today. This paper provides an overview of the three pillars that will influence the economic recovery of America in a positive way