The Effect of Knowledge Leadership toward Organizational Culture, Individual Learning, and Collective Learning and Its Implication toward Individual Creativity: a Study on State-Owned Plantation Enterprises of Indonesia

Abstract

The aim of this study is to describe the effect of Knowledge Leadership in the context of learning and creativity, using the model of Knowledge Leadership proposed by Viitala (2004) as the basis. Testing the model was performed on fourteen (14) State-Owned Plantation Enterprises throughout Indonesia. The study sample consisted of 245 middle managers and data was analyzed using GSCA (Generalized Structured Component Analysis) approach. The research results confirm a significant effect of Knowledge Leadership on Organizational Culture and Collective Learning. Indirect influence of Knowledge Leadership on Organizational Culture through Individual Learning and Individual Creativity has also been revealed. Organizational culture has a significant effect on Individual Learning, Collective Learning, and Individual Creativity. The study also confirms the non-significant effect of Individual Learning on Collective Learning, and Collective Learning has no significant effect on Individual Creativity. The results show the importance of organizational culture as a key in the implementation of Knowledge Leadership in an organization. In addition, the research also approves the importance of the conversion process of individual learning to collective learning in order to produce effective use of knowledge as a source of long-term competitive advantage in an organization. Keywords: Knowledge leadership, learning, creativity, State-Owned Plantation Enterprises