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时间:2017-03-27 17:10来源:www.ukassignment.org 作者:cinq 点击:
This research paper aims to study the three basic leadership styles widely practiced in the organizations as well as the emerging concept of knowledge management and examine individually the relationship of these leadership roles on the knowledge management. The three leadership styles under focus are: transformational, transactional and laissez-faire. The purpose of this research is to identify which leadership style is more effective in relation with the knowledge management. Hence, to help organizations make the best use of this phenomenon and increase their knowledge sharing among different hierarchical levels to exercise maximum levels of learning and innovation in their work environment. It will also enable corporations to gain the competitive advantage with respect to their human capital and. When it is discovered that which managerial style has the positive impact on the knowledge management, it will result into employee empowerment and motivation. Among the important findings are that effective knowledge management or knowledge sharing processes lead to a competent work environment and the employees get more involved with their jobs as they feel that their ideas are valued. Moreover, they tend to get more creative and challenging, but these behaviors are majorly dependent upon the manager's attitude and whether he or she encourages such contributions or interferences from the subordinates and is flexible and open to change and innovation. In the outcomes, transformational leadership has proved to positive relationship with knowledge management and that of the laissez-faire has a negative effect on it. This paper has derived findings through extensive study of literature reviews on these main concepts which is based on theoretical researches.
Keywords: Knowledge management, Transformational leadership, Transactional leadership, laissez-faire, Communication.
List of Tables:
List of figures
List of Appendices
List of abbreviations
Background of study:研究背景
In this research we are going to study the various factors affecting the issue of Knowledge Management among employees and how can it become most useful for the growth of an organization. The concept of Knowledge Management basically is about the knowledge an individual possesses about anything and this particular kind is referred to as tacit knowledge which is usually gained through personal observation, experience, values and beliefs. Such form of knowledge is usually exhibited in informal settings and could not be formally written or documented into a proposal to the manager. As it is something that can cross an employee's mind instantaneously but he or she might not feel confident to share their idea openly in the given atmosphere, where they might think it would sound insignificant or absurd to others. To sum up, the purpose of knowledge management is to provide strategies, processes and technology to amplify the overall organization's learning (Satyadas et al., 2001). Moreover, system oriented view is highly being emphasized and companies are installing technology applications ranging from traditional data-processing areas to expert networks enabling expert-to-expert communication. These systems are designed to store and make profit from the existing explicit, implicit as well as tacit knowledge of organizations. Hence, they facilitate the flow of knowledge in the processes and also record the information that which employee has put in the knowledge and how its implementation could help the organization, so that the right person should get the reward fairly and it is done as an act of encouragement for others. In today's world of immense market competition and rivalry among brands, there is an increasing need of formulating progressive organizational strategies constantly for a company's survival. There organizations are now paying most attention to the notion of innovation, which is majorly generated from the employees. Hence, it is highly important for an organization to have a culture that is flexible, open to new ideas, adaptive to change and appreciative of contribution of knowledge. Hence if the sharing of knowledge from individuals is encouraged and valued, it can enable a company to be competitive and help in achieving its goals, provided it is in relevance with the problem. (Birasnav, Rangnekar, & Dalpati, 2011) Moreover, if that knowledge is used and followed through, it gives a sense of recognition, achievement and personal satisfaction as well as a sense of belonging. It matters most especially to the senior employees who do not much care about the other lower components of the Maslow's motivation theory of hierarchy, as those needs are already fulfilled at this stage. Leadership Styles are at the center of Knowledge Management importance and approaches that have caught the attention of researchers and scholars for long periods. Overly "technical view" of Knowledge Management seems to downplay the importance of "soft factors" that impact the Knowledge Management phenomena.
Significance of study: 研究意义:
Managing knowledge and intellectual capital has become the key drivers of new knowledge and new ideas to the innovation process, to new innovative products, services and solutions. It helps in better achieving and even exceeding the objectives. (Knowledge Management in Health Science Libraries, 2007) The purpose of knowledge management should not be to become just knowledgeable but to be able to create, transfer and apply knowledge with aim of better achieving the objectives.
Problem Statement: 问题陈述:
The current competitive setting of organizations and the changing management paradigm has highlighted the importance of Leadership Styles on Knowledge Management. Identifying Leadership Styles that promote concept and practice of Knowledge Management is crucial as the growth and competitiveness of organizations in new-age economy.
Research Question:研究问题
What are the different leadership styles that affect knowledge management in organization?
What are the ways in which different leadership styles affect knowledge management?
Purpose of study: 研究目的
The purpose of this study is to examine the different roles of leadership in the knowledge management and how this has an impact on the overall organization.
Research objectives:
To identify and evaluate different roles of leadership
To examine the impact of these different roles of leadership on knowledge management
Only few educational institutes are surveyed for the primary research from Rawalpindi and Islamabad only.
Literature Review:文献综述
Knowledge management has been identified as one of the most important resources that contribute to the competitive advantage of an organization. Behavioral and interpersonal skills are most often known as the essentials for successful knowledge management. Knowledge can be within individuals or within the relationships between the individuals groups or sub groups. Without verbal or even the non verbal communication the only way to organize knowledge transfer would be to move around people holding the relevant knowledge. (Ferenc, 2003) For many years it had not been studied despite its importance in this information age; only recently leadership theories and researches have addressed the role of leadership in knowledge management. Researchers (Beron et al. 2006), (Viitala, 2004) suggested that the design and building management information system is one way in which leaders at the top of a corporate have an impact on organizational performance. Recent development in the organizational knowledge literature stresses the importance of knowledge management to building a sustainable competitive advantage. (Bogner and Bansal, 2007) and to the importance of leadership for the success of knowledge management. Recently the growing information systems and knowledge management have continuously stressed the lack of leadership support for the failure of many knowledge management projects. (Davenport et al. 1998), (Chandrashekhar, 2009). It has been found that 42 percent of an organization's knowledge resides in the minds of the employees (Clark and Rollo, 2001); therefore it is dependent upon the leaders how to make the best use of it. Furthermore, as discovered by Doppelt (2003) that in order to achieve sustainability in a corporation, leadership is the key, because a competent and committed leader encourages dialogue which as a result leads to change and so barriers such as sticking to old ideas and cultural frameworks, past practices, tunnel vision and such approaches that come in the way to draw new progressive visions for the future. According to the researchers Jong and Hartog (2007) and Aragon-Correa (2007) every leadership style has its own pros and cons; but transformational leadership is more attentive and engaging with the sub-ordinates and encourages them to be creative and focuses on the firm's learning and innovation. Whereas, Bass (1985) presented that transactional leaders are not much involved with the subordinates' work unless there is a need when a problem arises. On the other hand, he also stated that transformational leaders motivate their workforce, rouses their intellectual skills and acts as role models for them. Moreover, they also have the quality of inspiring the employees into acquiring goal accomplishing skills and improve their performance in achieving the corporate vision (Nemanich and Kellar, 2007). Also, they train, encourage and support their subordinates keenly and optimistically and promote individual and team spirit among them. Consequently, it is paid back in the form of boosting employees' performance in their tasks and bringing high returns from them (Yulk, 2006; Boerner et al, 2007).

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