Effects of transformational leadership and organizational position on knowledge management

Journal of Knowledge Management

Volumn 9, Issue 6, 2005, Pages 6-16

  Crawford, C B ^a  

^a FORT HAYS STATE UNIVERSITY   (United States)

Author keywords

Knowledge management; Organizational philosophy; Transactional leadership; Transformational leadership

Indexed keywords

EID: 27844587392     PISSN: 13673270     EISSN: 17587484     Source Type: Journal    
DOI: 10.1108/13673270510629927     Document Type: Article

References (31)

1. Bailey, C. and Clarke, M. (2000), “How do managers use knowledge about knowledge management?”, Journal of Knowledge Management, Vol. 4 No. 3, pp. 235-243.
2. Baines, A. (1997), “Exploiting organizational knowledge in the learning organization”, Work Study, Vol. 46 No. 6, pp. 202-206.
3. Barth, S. (2003), “A framework for personal knowledge management tools”, KMWorld, Vol. 12 No. 1, pp. 20-21.
4. Bass, B.M. (1985), Leadership and Performance beyond Expectations, Free Press, New York, NY.
5. Birkinshaw, J. (2001), “Making sense of knowledge management”, Ivey Business Journal, Vol. 65 No. 4, pp. 32-36.
6. Bollinger, A.S. and Smith, R.D. (2001), “Managing organizational knowledge as a strategic asset”, Journal of Knowledge Management, Vol. 5 No. 1, pp. 8-18.
7. Brown, A.D. (1994), “Transformational leadership in tackling technical change”, Journal of General Management, Vol. 19 No. 4, pp. 1-12.
8. Burns, J.M. (1978), Leadership, Harper & Row, New York, NY.
9. Clark, T. and Rollo, C. (2001), “Corporate initiatives in knowledge management”, Education +Training, Vol. 4 No. 5, pp. 206-241.
10. Crawford, C.B. (1998), Social Cognition and Leadership: Implications for Organizational Innovation, Dissertation Abstracts International, Ann Arbor, MI.
11. Crawford, C.B. and Strohkirch, C.S. (1997a), “Cognitive differentiation and organizational influence tactics: findings and implications for leaders as agents of influence”, Journal of Leadership Studies, Vol. 4 No. 3, pp. 152-161.
12. Crawford, C.B. and Strohkirch, C.S. (1997b), “Influence methods and innovators: technocrats and champions”, Journal of Leadership Studies, Vol. 4 No. 2, pp. 43-54.
13. Crawford, C.B. and Strohkirch, C.S. (2000), “Organizational innovation: understanding of agents of technological influence”, Electronic Journal of Communication, Vol. 10 No. 1, available at: www.cios.org/www/ejcmain.htm.
14. Crawford, C.B. and Strohkirch, C.S. (2002), “Leadership education and management of knowledge organizations: an overview”, Journal of Leadership Education, Vol. 1 No. 2, pp. 18-33, available at: www.fhsu.edu/jole/index.html.
15. Crawford, C.B., Gould, L.V. and Scott, R.F. (2003), “Transformational leader as champion and techie: implications for leadership educators”, Journal of Leadership Education, Vol. 2 No. 1, pp. 57-73, available at: www.fhsu.edu/jole/index.html.
16. Drucker, P. (1993), Post-capitalist Society, Harper Business, New York, NY.
17. Hitt, W.D. (1995), “The learning organization: some reflections on organizational renewal”, Leadership & Organization Development Journal, Vol. 16 No. 8, pp. 17-25.
18. Howell, J.M. and Higgins, C.A. (1990a), “Champions of technological innovation”, Administrative Science Quarterly, Vol. 35, pp. 317-341.
19. Howell, J.M. and Higgins, C.A. (1990b), “Champions of change: identifying, understanding, and supporting champions of technological innovation”, Organizational Dynamics, Vol. 19, pp. 40-55.
20. Howell, J.M. and Higgins, C.A. (1990c), “Champions of change”, Business Quarterly, Vol. 54 No. 4, pp. 31-36.
21. Johnson, J.R. (2002), “Leading the learning organization: portrait of four leaders”, Leadership & Organization Development Journal, Vol. 23 No. 5, pp. 241-249.
22. Klenke, K. (1994), “Information technologies as drivers of emergent organizational forms: a leadership perspective”, in Ed. Baskerville, R., Ed. Smithson, S., Ed. Ngwenyama, O. and Ed. DeGross, J.I. (Eds), Transforming Organizations with Information Technology, Elsevier Science, B.V., North Holland.
23. Lang, J.C. (2001), “Managerial concerns in knowledge management”, Journal of Knowledge Management, Vol. 5 No. 1, pp. 43-57.
24. Mahoney, R. (2000), “Leadership and learning organizations”, The Learning Organization, Vol. 7 No. 5, pp. 241-243.
25. Nonaka, I. and Takeuchi, H. (1995), The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, New York, NY.
26. Politis, J.D. (2001), “The relationship of various leadership styles to knowledge management”, Leadership & Organization Development Journal, Vol. 22 No. 8, pp. 354-364.
27. Rowley, J. (1999), “What is knowledge management?”, Library Management, Vol. 20 No. 8, pp. 416-419.
28. Seng, C.V., Zannes, E. and Pace, R.W. (2002), “The contributions of knowledge management to workplace learning”, Journal of Workplace Learning, Vol. 14 No. 4, pp. 138-147.
29. Stonehouse, G.H. and Pemberton, J.D. (1999), “Learning and knowledge management in the intelligent organization”, Participation & Empowerment: An International Journal, Vol. 7 No. 5, pp. 131-144.
30. Tichy, N.M. and Devanna, M.A. (1986), The Transformational Leader, John Wiley & Sons, New York, NY.
31. Davenport, T.H. and Prusak, L. (1998), Working Knowledge: Managing What Your Organization Knows, Harvard Business School Press, Boston, MA.