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1. How might lack of cultural dimension play a role influencing leadership? 2. Dirks explores follower trust in the leader-follower relationship. He observes that follower trust in the leader appears to influence the level of team performance. Explain why follower trust is important, and how it influences team (group) performance. reference plz Solution 1. From a scientific and theoretical stand point there are compelling reasons for considering the role of societal and organizational culture in influencing leadership and organizational processes. Because the goal of science is to develop universally valid theories, laws, and principles, there is a need for leadership and organizational theories that transcend cultures. There are inherent limitations in transferring theories across cultures. What works in one culture may not work in another culture. As Triandis (1993) suggests, leadership researchers will be able to “fine- tune”theories by investigating cultural variations as parameters of those theories. 2. Recent ndings/research in the similar field give a fuller understanding of the psychological processes through that transformational leadersexert their inuence on followers by adopting a nuanced read of trust. On the one hand, the mediating role of affect-based trust implies a social exchange mechanism in explaining the results of transformational leadershipon serving to behavior (Dirks & Ferrin, 2002; Schaubroeck et al., 2011). Followers exposed to transformationalleaders receive the leaders’ care and concern, develop emotional attachment, and embrace the duty to respondto leaders by exhibiting serving to behavior towards coworkers (Li & adorned , 2009; Song, Tsui, & Law, 2009). On theother hand, it is also evident that cognition- based trust characterised as a risk reducer (Colquitt et al., 2012; Dirks& Ferrin, 2002) is needed to a lot of totally justify why trust is a intermediary of transformational leadershipeffectiveness. Followers draw inferences concerning transformational leaders’ characteristics, like ability, reliabilityand integrity, and kind cognition-based trust. they will feel more leisurely partaking in serving to behavior,having condence that leaders can acknowledge them for his or her citizenship behaviors suitably instead of exploit them (Mayer et al., 1995). These ndings so highlight the worth of examining trust as a multidimensionalconstruct and positing 2 distinctive underlying mechanisms, that is, social exchange and risk reduction, toexplain the impact of transformational leadership on followers’ serving to behavior..
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Resources for Papers 1 and 2Part 1 The Culture CompassAs the .docx
Resources for Papers 1 and 2
Part 1: The Culture Compass
As the “personality” of an organization, organizational culture has been variously defined. Culture has been a topic of great interest to organizational researchers and practitioners alike, given its apparent influence on such matters as organizational change, performance, and effectiveness. An abstract concept, organizational culture is not all that easily defined – although most of us do know it when we “see” it, or when we experience its characteristics. Much of organizational culture is tacit – it lies below the level of our awareness, as certain agreed-upon assumptions are not made explicit. Culture includes artifacts, symbols, stories, beliefs, habits, value systems, and shared assumptions (“the way we do things around here”). Of course, an organization’s culture can be made more highly complex by virtue of the many sub-cultures that make up the overall culture. Whatever culture is, its elements become most readily apparent to us during the merger of two organizations, particularly so when the culture of the two merging organizations are vastly dissimilar.
Required Resources
Let’s begin our review of organizational culture with the following video:
Organizational culture: What is organizational culture and why does it matter? (2010, September 21). Organization Culture. Retrieved on April 29, 2014, from http://www.youtube.com/watch?v=6AFn0vFtLC0
Read the following chapter on Organizational Culture:
United States Air War College - National Defense University. (n.d.). Organizational culture Strategic Leadership and Decision Making. Retrieved on April 29, 2014, from http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch16.html
Read the following article, which relates to various perspectives and theories of organizational culture:
Dev, S. (2013). Assessing and understanding organizational culture: Various views and theories. Indian Streams Research Journal, 3(5), 1-11. Retrieved on Jan 20, 2016 from Google Scholar.
Optional Resources
The following readings are optional, but are provided here to assist you in completion of the Case and SLP:
The following articles pertain to the interrelationship among the organization’s strategy, its leadership, and its culture:
Boal, K.B. & Schultz, P.L. (2007). Storytelling, time, and evolution: The role of strategic leadership in complex adaptive systems. Leadership Quarterly, 18(4), 411-428. Retrieved from Science Direct.
Gander, M. J. (2009). Managing people in a lean environment: The power of informal controls and effective management of company culture. Journal of Business Case Studies, 5(6), 105-110. Retrieved from ProQuest.
Goldman, E. F. (2012). Leadership practices that encourage strategic thinking. Journal of Strategy and Management, 5(1), 25-40. Retrieved from ProQuest.
McNamara, C. (2000). Organizational culture and changing culture. Free Management Library. Retrieved on April 29, 2014, from http://managementhelp.org/organizations ...
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Group Behavior in OrganizationsAt an organizational level,.docx
Group Behavior in Organizations
At an organizational level, group behavior is necessary for continued functioning of the
organization. Within an organization, there are established rules, procedures, and processes
developed that define how an organization operates. In addition, there are systems in place
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traditions. The shared attachment and even the commitment to common beliefs, values, and
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What Is Organization Culture?
Sheard and Kakabadse (2002) explained organizational culture in terms of solidarity and
sociability. Solidarity, in this case, referred to a group's willingness to pursue and maintain
conformity in shared objectives, processes, and systems. Sociability referred to a group's
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They also mentioned there might be differences between hierarchies or levels within an
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unique skills.
De Long, D., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. The
Academy of Management Executive, 14(4), 113–127.
Helms, M., & Stern, R. (2001). Exploring the factors that influence employees 'perceptions of
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Gadjah Mada International Journal of Business - September-Dec
Gadjah Mada International Journal of Business - September-December, Vol. 22, No. 3, 2020
250
Gadjah Mada International Journal of Business
Vol. 22, No. 3 (September-December 2020): 250-275
*Corresponding author’s e-mail: [email protected]
ISSN: PRINT 1411-1128 | ONLINE 2338-7238
http://journal.ugm.ac.id/gamaijb
Leadership Styles and Organizational
Knowledge Management Activities:
A Systematic Review
Nabeel Al Amiri*a, Rabiah Eladwiah Abdul Rahima, Gouher Ahmedb
aUniversity Tenaga Nasional, Malaysia
bSkyline University College, United Arab Emirates
Abstract: Leaders play a critical role in the success or failure of their organizations. Leaders can
be effective in implementing changes, building their organization’s capabilities, and improving its
performance, or the opposite, they could be ineffective. In this systematic review, the authors aim
to summarize the findings of previous quantitative research, published between the period from
2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge
management (KM) capabilities and activities. The authors reviewed 50 articles found in well-
known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar,
and others, concerning the impact of leadership when implementing KM in business organiza-
tions. The review revealed that transformational, transactional, knowledge-oriented leadership,
top executives, and strategic leadership have evidence of their constant and positive effect on the
KM process. The authors encourage organizations to use a combination of those styles to max-
imize the effect of leadership on KM. The authors also recommend conducting further studies
on the effect of the remaining leadership styles, such as the ethical and servant leadership styles
on KM and the other specific KM activities.
Keywords: leadership, leadership styles, knowledge, knowledge management, organization
JEL Classification: M000, M100, M150
Al Amiri et al
251
Introduction
According to the literature, KM has
a significant impact on organizational per-
formance and innovation. Researchers have
found a strong link between KM and differ-
ent aspects of management innovation that
provide an organization with a competitive
advantage. KM’s implementation in business
organizations could be affected by sever-
al factors, such as the organization culture,
budget, infrastructure, technology, and lead-
ership.
The impact of leadership on business
and organizational management has been
recognized as a significant factor that could
make a difference in organizational perfor-
mance. The academic gurus proposed sev-
eral theories, such as the great man theory,
various behavioral theories, Lewin’s theory,
the contingency theory, the situational lead-
ership theory, the transformational theory,
the transactional theory (or managerial lead-
ership), and many others.
Based on the existing literature, the out ...
Respond to the following discussion questionsProvide substantiv.docx
Respond to the following discussion questions:
Provide substantive comments by
contributing new, relevant information from course readings, Web sites, or other sources;
building on the remarks or questions of others; or
sharing practical examples of key concepts from your professional or personal experiences
Make sure your writing
is clear, concise, and organized;
demonstrates ethical scholarship in accurate representation and attribution of sources; and
displays accurate spelling, grammar, and punctuation.
Discussion #1
Based on the Brown and Moshavi (2005) article, examine the linkage between Emotional Intelligence (EI) and Transformational Leadership (TL).
Analyze the impact of a leader's emotional intelligence on transformational leadership.
Identify and discuss three examples of positive emotions that impact transformational leadership
In order to examine the linkage between and EI and TL, one must first have an understanding of what each of these terms means.
EI is a type of social intelligence that should not be confused with general intelligence or a leader’s knowledge as it relates to a particular job or skill-set.
Rather, EI is the ability to monitor emotions – both one’s own and the emotions of others, analyze those emotions, and use the deduced information to guide future thinking, actions and decisions. Bown and Moshavi advocate that individuals who have levels of emotional intelligence are able to “perceive emotion, to integrate it in though, to understand it, and to manage it.”
TL is one in which a leader works with followers to determine what needs to be change.
The leader works to yield change in an organization through inspiration and working with committed followers to execute this change.
The article suggests that there could be a relationship between EI and TL.
This makes sense as the traits of emotionally intelligent people should naturally work in concert with the three major facets of transformational leadership (individualized consideration, intellectual stimulation, and inspirational motivation).
The article highlighted some interesting thoughts about the EI-TL relationship such as whether or not an increased level of EI would cause a person to be more prone to executing the transformational leadership style, the attributes of one with increased EI may help a leader maintain an interactive relationship between EI and TL. And, of course, there is the possibility that EI and TL are independent.
In this case, EI would be directly responsible with outcomes and the chosen leadership approach would have no effect.
I believe that in order for a leader to be truly transformational, his/her leadership qualities must be rooted in high levels of EI.
Three positive emotions that can impact transformational leadership are:
1) Positive Attitude – Positive attitudes can be infectious. The positive attitudes of transformational leaders can help encourage followers to reach their full potential.
2) Positive In ...
© P s yc ho lo gic a l S o c ie ty o f S o u th A fric a . A .docx
© P s yc ho lo gic a l S o c ie ty o f S o u th A fric a . A ll rights re s erve d . S o u th A fric a n J o urna l o f P s yc ho lo gy, 3 8 (2 ), p p .2 5 3 -2 6 7
IS S N 0 0 8 1 -2 4 6 3
253
Leadership styles and associated personality
traits: Support for the conceptualisation of
transactional and transformational leadership
René van Eeden
Departm ent of Psychology, University of South Africa, P O Box 392, Pretoria, 0003,
South Africa
[email protected] unisa.ac.za
Frans Cilliers
Departm ent of Industrial and O rganisational Psychology, University of South Africa,
Pretoria, South Africa
Vasi van Deventer
Departm ent of Psychology, University of South Africa, Pretoria, South Africa
The full range model of leadership includes laissez-faire behaviour, transactional leadership, and
transformational leadership. The model conceptualises leadership in terms of the behaviours
associated with various styles and this conceptualisation has been empirically supported. In this
article the personality traits of managers exercising different leadership styles are explained in
terms of, and add to, the description of these styles. Members of a management team were
assessed in terms of their preferred leadership styles and two groups were identified. Some of the
managers relied on both transformational behaviours and active transactional behaviours with an
absence of behaviours associated with passive styles. The rest of the managers used behaviours
associated with all the styles. An integrated personality profile was compiled for each manager.
Definite trends were observed when comparing the profiles of the managers in the two leadership
groups. Transformational leadership was defined in terms of the interpersonal more than the
visionary aspect of leadership with interpersonal styles and work and social ethics being empha-
sised. Behaviours associated with transactional leadership as well as with more passive styles
were also noted. The findings provide further support for the conceptualisation of leadership in
terms of the full range model of leadership.
Keywords:16 PF; full range model; leadership; Multifactor Leadership Questionnaire; Occupational
Personality Questionnaire; personality traits; Sixteen Personality Factor Questionnaire; transac-
tional leadership; transformational leadership
T he work environment is characterised by globalisation together with accelerating rates of change
in markets, technologies, the work force, and work force expectations (Gordon-B rown & B endixen,
2002; Horwitz, Kamoche, & Chew, 2002; V an der Colff, 2003). C hanges are taking place in cultural
patterns, role definitions, structures, policies, procedures, and technologies (K rantz, 2001). Leader-
ship is central to this transformation and the full range model of leadership (with the transactional–
transformational distinction as basis) provides a framework for exploring the role of the leader in a
changing work environment. According to B a.
Annotated Bibliography – Part 115MGMT 8410 Assignment A.docx
Annotated Bibliography – Part 1 15
MGMT 8410 Assignment: Annotated Bibliography – Part 1
Uchenna Ohaeri, [email protected]
Student ID #: A00647580
Program: PhD in Management
Specialization: Leadership and Organizational Change
Faculty: Terry McGovern, [email protected]
Walden University
September 4, 2016
Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader-member exchange: A closer look at relational vulnerability. Journal of Leadership & Organizational Studies, 15(2), 101–110. doi: 10.1177/1548051808320986
The study by Scandura and Pellegrini examined the effect of trust in a leader-member exchange (LMX) quality, which they conducted amongst 228 full-time employed professionals enrolled in an Executive MBA program at a large Southeastern University. The authors achieved this by espousing Lewicki, Bunker, and Stevenson’s 11-item scaling method, which explored the Calculus-Based Trust (CBT), and Identification-Based Trust (IBT) scales. The scales are rated on the Cronbach alpha index to show their proportionality and linearity with LMX. Scandura and Pellegrini’s study revealed that a third-order “S-shaped” polynomial relationship existed between the CBT and LMX. They also found out that a linear relationship existed between the IBT and LMX, thereby providing support for their Hypothesis number 2.
The authors’ work draws strength from some four decades of available leadership researches and their opposition with leadership styles. Their main proposition is connected to the fact that leaders differentiate in their dyadic relationship with followers rather than espousing a particular leadership style with other members of the team or group. According to them, recent studies has resulted to the LMX research development, which in their view, asserts that the supervisor–subordinate dyad exist between two different possibilities ranging from “low-quality” relationship to “high-quality” relationships.
Scandura & Pellegrini’s finding reveals the significance of trust in the leader as a valuable tool between LMX and performance. This is affirmative, as the LMX concept is analyzed as a “trust-building” process. The implications of this study of the social exchange theory (SET) are that it will help in providing strategies on how ethical leaders affect organizational goals and outcomes. Some researchers posit that the SET suggests that team members and employees requite the leaders' behavior on them on a mutual ground. Relationship in social exchange can eventually evolve which is characterized by good levels of trust and diminished levels of control. The important concern is that it is pertinent to note that some of the LMX parameters have measures that are directly correlated with the concept of trust. I contend that power distance, which is an important cultural factor in any social exchange, may have an influence in an LMX relationship. Consequently, further research should be conducted in order to investigate the.
A Study Of The Relationship Between Emotional Intelligence And Leadership Abi...
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research paperrequirement.docx1. Proposal 150 words – a p.docx
research paper/requirement.docx
1. Proposal : 150 words – a page
………………..
2. Research paper
I want you to write a paper on a leadership concept/theory that we will discuss throughout this course. This paper should be in the form of a literature review. For example, you may decide to write a paper on the effectiveness of transformational leadership in the healthcare setting. Or another example is a paper on the determinants of job satisfaction among millennials. Of course, you may not use either of the examples as your paper topic, but be creative in coming up with a paper topic for your research paper. It should be something that is timely and interesting to read. It should also be something that you are able to find literature on, particularly academic literature. I want to see at least 15 different sources (peer reviewed scholarly articles (10), magazine articles, newspaper columns, books, stories, etc (5)). This paper should be no more than 15 pages (no less than 10 pages) and should be double-spaced, using 12 pt Times New Roman font and 1 inch margins on all sides.
Here is a sample of what the paper should look like:
1. Introduction – Brief explanation of the concept/theory and the purpose of the paper.
2. Literature review – Discussion of what other researchers have found regarding your paper topic.
3. Conclusion – What you learned from conducting research on this concept/theory.
………………
3. Power Point
Students are expected to prepare a formal digital presentation with no more than 5 slides (cover slide, introduction and purpose of study, literature review – 2 slides, conclusion).
research paper/SL.docx
Servant Leadership in Ppractical Iindustries and Ccultural Pperspectives: Literature Review
I. Introduction
The important role of leadership is considering as a keyword to create success in the organization. The function of leadership is as vital as the role of management and they support together to increase the effectiveness of the organization, especially in fluctuation of the economic era in recently. Servant leadership is one leadership style based on ethical, pro-social or people-centered behaviors (van Dierendonck, 2011; Chiniara & Bentein, 2015). According to Spears, there are four elements of insights on leadership, which are service, stewardship, spirit, and servant-leadership (1998). TIn this literature review focuses on servant-leadership as it is a core factor to create leadership and affects other factors in the practice nowadays.
Moreover, servant-leadership is an interesting topic to investigating a variety of parts of society. However, the link between servant-leadership and other factors is limited and how servant leadership appears in practice in different countries is questionable. According to Liden et al. agreed that majority of studies about servant leadership are limited to gain across different types of organizations and cultures (2008).
The objective of the literature review indicates there is a re ...
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autosomal dominant X-linked dominant autosomal recessive X-linked recessive Y-linked
recessive
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Y- linked recessive.
Because its affecting only males so its indicating that the disease is Y-linked.
And Because only males have a Y chromosome, in Y-linked inheritance, a mutation can only be
passed from father to son. So it will be Y-linked recessive..
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Similar to 1. How might lack of cultural dimension play a role influencing lead.pdf
Resources for Papers 1 and 2Part 1 The Culture CompassAs the .docx
Resources for Papers 1 and 2
Part 1: The Culture Compass
As the “personality” of an organization, organizational culture has been variously defined. Culture has been a topic of great interest to organizational researchers and practitioners alike, given its apparent influence on such matters as organizational change, performance, and effectiveness. An abstract concept, organizational culture is not all that easily defined – although most of us do know it when we “see” it, or when we experience its characteristics. Much of organizational culture is tacit – it lies below the level of our awareness, as certain agreed-upon assumptions are not made explicit. Culture includes artifacts, symbols, stories, beliefs, habits, value systems, and shared assumptions (“the way we do things around here”). Of course, an organization’s culture can be made more highly complex by virtue of the many sub-cultures that make up the overall culture. Whatever culture is, its elements become most readily apparent to us during the merger of two organizations, particularly so when the culture of the two merging organizations are vastly dissimilar.
Required Resources
Let’s begin our review of organizational culture with the following video:
Organizational culture: What is organizational culture and why does it matter? (2010, September 21). Organization Culture. Retrieved on April 29, 2014, from http://www.youtube.com/watch?v=6AFn0vFtLC0
Read the following chapter on Organizational Culture:
United States Air War College - National Defense University. (n.d.). Organizational culture Strategic Leadership and Decision Making. Retrieved on April 29, 2014, from http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch16.html
Read the following article, which relates to various perspectives and theories of organizational culture:
Dev, S. (2013). Assessing and understanding organizational culture: Various views and theories. Indian Streams Research Journal, 3(5), 1-11. Retrieved on Jan 20, 2016 from Google Scholar.
Optional Resources
The following readings are optional, but are provided here to assist you in completion of the Case and SLP:
The following articles pertain to the interrelationship among the organization’s strategy, its leadership, and its culture:
Boal, K.B. & Schultz, P.L. (2007). Storytelling, time, and evolution: The role of strategic leadership in complex adaptive systems. Leadership Quarterly, 18(4), 411-428. Retrieved from Science Direct.
Gander, M. J. (2009). Managing people in a lean environment: The power of informal controls and effective management of company culture. Journal of Business Case Studies, 5(6), 105-110. Retrieved from ProQuest.
Goldman, E. F. (2012). Leadership practices that encourage strategic thinking. Journal of Strategy and Management, 5(1), 25-40. Retrieved from ProQuest.
McNamara, C. (2000). Organizational culture and changing culture. Free Management Library. Retrieved on April 29, 2014, from http://managementhelp.org/organizations ...
A LEADER S CORE VALUES ESSAY
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Group Behavior in OrganizationsAt an organizational level,.docx
Group Behavior in Organizations
At an organizational level, group behavior is necessary for continued functioning of the
organization. Within an organization, there are established rules, procedures, and processes
developed that define how an organization operates. In addition, there are systems in place
to reward behaviors of those who effectively participate in the organization's operations.
Besides, there are also systems that define consequences that can take place in case
individuals behave outside the accepted practices of the organization. What develops out of
this is an employee's attachment to the organization based on common beliefs, values, and
traditions. The shared attachment and even the commitment to common beliefs, values, and
traditions make up an organization's culture (Helms & Stern, 2001; Lok & Crawford, 2001).
What Is Organization Culture?
Sheard and Kakabadse (2002) explained organizational culture in terms of solidarity and
sociability. Solidarity, in this case, referred to a group's willingness to pursue and maintain
conformity in shared objectives, processes, and systems. Sociability referred to a group's
sense of belongingness by its members and level of camaraderie.
They also mentioned there might be differences between hierarchies or levels within an
organization's culture. Based on the solidarity and sociability of each, upper management
might differ from the decisions made by middle management and line staff. These differences
might also occur between functional departments and, in larger organizations, between
geographically distinct sections of the organization.
What Sheard and Kakabadse wanted to emphasize through this discussion was there might
be distinct subcultures within an organization's culture.
According to De Long and Fahey (2000), "Subcultures consist of distinct sets of values,
norms, and practices exhibited by specific groups or units in an organization." Subcultures
may be readily observed in larger, more bureaucratic organizations or organizations having
well-established departments with employees that have highly specialized or possessing
unique skills.
De Long, D., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. The
Academy of Management Executive, 14(4), 113–127.
Helms, M., & Stern, R. (2001). Exploring the factors that influence employees 'perceptions of
their organization's culture. Journal of Management in Medicine, 15(6), 415–429.
Lok, P., & Crawford, J. (2001). Antecedents of organizational commitment and the mediating
role of job satisfaction. Journal of Managerial Psychology, 16(8), 594–613.
Sheard, A., & Kakabadse, A. (2002). Key roles of the leadership landscape. Journal of
Managerial Psychology, 17(1/2), 129–144.
3-17 Kenneth Brown is the principal owner of Brown Oil, Inc. After quitting his university teaching job,
Ken has been able to increase his annual salary by a factor of over 100. At the present time, Ken is
f.
Applications of leadership theories in nigerian business organizations
International peer-reviewed academic journals call for papers, http://www.iiste.org/Journals
Leadership theories and the role of leadership behaviours in community develo...
Leadership theories and the role of leadership behaviours in community development
A Critical Analysis Of Emotional Intelligence And Transformational Leadership
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Gadjah Mada International Journal of Business - September-Dec
Gadjah Mada International Journal of Business - September-December, Vol. 22, No. 3, 2020
250
Gadjah Mada International Journal of Business
Vol. 22, No. 3 (September-December 2020): 250-275
*Corresponding author’s e-mail: [email protected]
ISSN: PRINT 1411-1128 | ONLINE 2338-7238
http://journal.ugm.ac.id/gamaijb
Leadership Styles and Organizational
Knowledge Management Activities:
A Systematic Review
Nabeel Al Amiri*a, Rabiah Eladwiah Abdul Rahima, Gouher Ahmedb
aUniversity Tenaga Nasional, Malaysia
bSkyline University College, United Arab Emirates
Abstract: Leaders play a critical role in the success or failure of their organizations. Leaders can
be effective in implementing changes, building their organization’s capabilities, and improving its
performance, or the opposite, they could be ineffective. In this systematic review, the authors aim
to summarize the findings of previous quantitative research, published between the period from
2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge
management (KM) capabilities and activities. The authors reviewed 50 articles found in well-
known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar,
and others, concerning the impact of leadership when implementing KM in business organiza-
tions. The review revealed that transformational, transactional, knowledge-oriented leadership,
top executives, and strategic leadership have evidence of their constant and positive effect on the
KM process. The authors encourage organizations to use a combination of those styles to max-
imize the effect of leadership on KM. The authors also recommend conducting further studies
on the effect of the remaining leadership styles, such as the ethical and servant leadership styles
on KM and the other specific KM activities.
Keywords: leadership, leadership styles, knowledge, knowledge management, organization
JEL Classification: M000, M100, M150
Al Amiri et al
251
Introduction
According to the literature, KM has
a significant impact on organizational per-
formance and innovation. Researchers have
found a strong link between KM and differ-
ent aspects of management innovation that
provide an organization with a competitive
advantage. KM’s implementation in business
organizations could be affected by sever-
al factors, such as the organization culture,
budget, infrastructure, technology, and lead-
ership.
The impact of leadership on business
and organizational management has been
recognized as a significant factor that could
make a difference in organizational perfor-
mance. The academic gurus proposed sev-
eral theories, such as the great man theory,
various behavioral theories, Lewin’s theory,
the contingency theory, the situational lead-
ership theory, the transformational theory,
the transactional theory (or managerial lead-
ership), and many others.
Based on the existing literature, the out ...
Respond to the following discussion questionsProvide substantiv.docx
Respond to the following discussion questions:
Provide substantive comments by
contributing new, relevant information from course readings, Web sites, or other sources;
building on the remarks or questions of others; or
sharing practical examples of key concepts from your professional or personal experiences
Make sure your writing
is clear, concise, and organized;
demonstrates ethical scholarship in accurate representation and attribution of sources; and
displays accurate spelling, grammar, and punctuation.
Discussion #1
Based on the Brown and Moshavi (2005) article, examine the linkage between Emotional Intelligence (EI) and Transformational Leadership (TL).
Analyze the impact of a leader's emotional intelligence on transformational leadership.
Identify and discuss three examples of positive emotions that impact transformational leadership
In order to examine the linkage between and EI and TL, one must first have an understanding of what each of these terms means.
EI is a type of social intelligence that should not be confused with general intelligence or a leader’s knowledge as it relates to a particular job or skill-set.
Rather, EI is the ability to monitor emotions – both one’s own and the emotions of others, analyze those emotions, and use the deduced information to guide future thinking, actions and decisions. Bown and Moshavi advocate that individuals who have levels of emotional intelligence are able to “perceive emotion, to integrate it in though, to understand it, and to manage it.”
TL is one in which a leader works with followers to determine what needs to be change.
The leader works to yield change in an organization through inspiration and working with committed followers to execute this change.
The article suggests that there could be a relationship between EI and TL.
This makes sense as the traits of emotionally intelligent people should naturally work in concert with the three major facets of transformational leadership (individualized consideration, intellectual stimulation, and inspirational motivation).
The article highlighted some interesting thoughts about the EI-TL relationship such as whether or not an increased level of EI would cause a person to be more prone to executing the transformational leadership style, the attributes of one with increased EI may help a leader maintain an interactive relationship between EI and TL. And, of course, there is the possibility that EI and TL are independent.
In this case, EI would be directly responsible with outcomes and the chosen leadership approach would have no effect.
I believe that in order for a leader to be truly transformational, his/her leadership qualities must be rooted in high levels of EI.
Three positive emotions that can impact transformational leadership are:
1) Positive Attitude – Positive attitudes can be infectious. The positive attitudes of transformational leaders can help encourage followers to reach their full potential.
2) Positive In ...
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253
Leadership styles and associated personality
traits: Support for the conceptualisation of
transactional and transformational leadership
René van Eeden
Departm ent of Psychology, University of South Africa, P O Box 392, Pretoria, 0003,
South Africa
[email protected] unisa.ac.za
Frans Cilliers
Departm ent of Industrial and O rganisational Psychology, University of South Africa,
Pretoria, South Africa
Vasi van Deventer
Departm ent of Psychology, University of South Africa, Pretoria, South Africa
The full range model of leadership includes laissez-faire behaviour, transactional leadership, and
transformational leadership. The model conceptualises leadership in terms of the behaviours
associated with various styles and this conceptualisation has been empirically supported. In this
article the personality traits of managers exercising different leadership styles are explained in
terms of, and add to, the description of these styles. Members of a management team were
assessed in terms of their preferred leadership styles and two groups were identified. Some of the
managers relied on both transformational behaviours and active transactional behaviours with an
absence of behaviours associated with passive styles. The rest of the managers used behaviours
associated with all the styles. An integrated personality profile was compiled for each manager.
Definite trends were observed when comparing the profiles of the managers in the two leadership
groups. Transformational leadership was defined in terms of the interpersonal more than the
visionary aspect of leadership with interpersonal styles and work and social ethics being empha-
sised. Behaviours associated with transactional leadership as well as with more passive styles
were also noted. The findings provide further support for the conceptualisation of leadership in
terms of the full range model of leadership.
Keywords:16 PF; full range model; leadership; Multifactor Leadership Questionnaire; Occupational
Personality Questionnaire; personality traits; Sixteen Personality Factor Questionnaire; transac-
tional leadership; transformational leadership
T he work environment is characterised by globalisation together with accelerating rates of change
in markets, technologies, the work force, and work force expectations (Gordon-B rown & B endixen,
2002; Horwitz, Kamoche, & Chew, 2002; V an der Colff, 2003). C hanges are taking place in cultural
patterns, role definitions, structures, policies, procedures, and technologies (K rantz, 2001). Leader-
ship is central to this transformation and the full range model of leadership (with the transactional–
transformational distinction as basis) provides a framework for exploring the role of the leader in a
changing work environment. According to B a.
Annotated Bibliography – Part 115MGMT 8410 Assignment A.docx
Annotated Bibliography – Part 1 15
MGMT 8410 Assignment: Annotated Bibliography – Part 1
Uchenna Ohaeri, [email protected]
Student ID #: A00647580
Program: PhD in Management
Specialization: Leadership and Organizational Change
Faculty: Terry McGovern, [email protected]
Walden University
September 4, 2016
Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader-member exchange: A closer look at relational vulnerability. Journal of Leadership & Organizational Studies, 15(2), 101–110. doi: 10.1177/1548051808320986
The study by Scandura and Pellegrini examined the effect of trust in a leader-member exchange (LMX) quality, which they conducted amongst 228 full-time employed professionals enrolled in an Executive MBA program at a large Southeastern University. The authors achieved this by espousing Lewicki, Bunker, and Stevenson’s 11-item scaling method, which explored the Calculus-Based Trust (CBT), and Identification-Based Trust (IBT) scales. The scales are rated on the Cronbach alpha index to show their proportionality and linearity with LMX. Scandura and Pellegrini’s study revealed that a third-order “S-shaped” polynomial relationship existed between the CBT and LMX. They also found out that a linear relationship existed between the IBT and LMX, thereby providing support for their Hypothesis number 2.
The authors’ work draws strength from some four decades of available leadership researches and their opposition with leadership styles. Their main proposition is connected to the fact that leaders differentiate in their dyadic relationship with followers rather than espousing a particular leadership style with other members of the team or group. According to them, recent studies has resulted to the LMX research development, which in their view, asserts that the supervisor–subordinate dyad exist between two different possibilities ranging from “low-quality” relationship to “high-quality” relationships.
Scandura & Pellegrini’s finding reveals the significance of trust in the leader as a valuable tool between LMX and performance. This is affirmative, as the LMX concept is analyzed as a “trust-building” process. The implications of this study of the social exchange theory (SET) are that it will help in providing strategies on how ethical leaders affect organizational goals and outcomes. Some researchers posit that the SET suggests that team members and employees requite the leaders' behavior on them on a mutual ground. Relationship in social exchange can eventually evolve which is characterized by good levels of trust and diminished levels of control. The important concern is that it is pertinent to note that some of the LMX parameters have measures that are directly correlated with the concept of trust. I contend that power distance, which is an important cultural factor in any social exchange, may have an influence in an LMX relationship. Consequently, further research should be conducted in order to investigate the.
A Study Of The Relationship Between Emotional Intelligence And Leadership Abi...
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research paperrequirement.docx1. Proposal 150 words – a p.docx
research paper/requirement.docx
1. Proposal : 150 words – a page
………………..
2. Research paper
I want you to write a paper on a leadership concept/theory that we will discuss throughout this course. This paper should be in the form of a literature review. For example, you may decide to write a paper on the effectiveness of transformational leadership in the healthcare setting. Or another example is a paper on the determinants of job satisfaction among millennials. Of course, you may not use either of the examples as your paper topic, but be creative in coming up with a paper topic for your research paper. It should be something that is timely and interesting to read. It should also be something that you are able to find literature on, particularly academic literature. I want to see at least 15 different sources (peer reviewed scholarly articles (10), magazine articles, newspaper columns, books, stories, etc (5)). This paper should be no more than 15 pages (no less than 10 pages) and should be double-spaced, using 12 pt Times New Roman font and 1 inch margins on all sides.
Here is a sample of what the paper should look like:
1. Introduction – Brief explanation of the concept/theory and the purpose of the paper.
2. Literature review – Discussion of what other researchers have found regarding your paper topic.
3. Conclusion – What you learned from conducting research on this concept/theory.
………………
3. Power Point
Students are expected to prepare a formal digital presentation with no more than 5 slides (cover slide, introduction and purpose of study, literature review – 2 slides, conclusion).
research paper/SL.docx
Servant Leadership in Ppractical Iindustries and Ccultural Pperspectives: Literature Review
I. Introduction
The important role of leadership is considering as a keyword to create success in the organization. The function of leadership is as vital as the role of management and they support together to increase the effectiveness of the organization, especially in fluctuation of the economic era in recently. Servant leadership is one leadership style based on ethical, pro-social or people-centered behaviors (van Dierendonck, 2011; Chiniara & Bentein, 2015). According to Spears, there are four elements of insights on leadership, which are service, stewardship, spirit, and servant-leadership (1998). TIn this literature review focuses on servant-leadership as it is a core factor to create leadership and affects other factors in the practice nowadays.
Moreover, servant-leadership is an interesting topic to investigating a variety of parts of society. However, the link between servant-leadership and other factors is limited and how servant leadership appears in practice in different countries is questionable. According to Liden et al. agreed that majority of studies about servant leadership are limited to gain across different types of organizations and cultures (2008).
The objective of the literature review indicates there is a re ...
Similar to 1. How might lack of cultural dimension play a role influencing lead.pdf (20)
Resources for Papers 1 and 2Part 1 The Culture CompassAs the .docx
Resources for Papers 1 and 2Part 1 The Culture CompassAs the .docx
Group Behavior in OrganizationsAt an organizational level,.docx
Group Behavior in OrganizationsAt an organizational level,.docx
Applications of leadership theories in nigerian business organizations
Applications of leadership theories in nigerian business organizations
Leadership theories and the role of leadership behaviours in community develo...
Leadership theories and the role of leadership behaviours in community develo...
A Critical Analysis Of Emotional Intelligence And Transformational Leadership
A Critical Analysis Of Emotional Intelligence And Transformational Leadership
Gadjah Mada International Journal of Business - September-Dec
Gadjah Mada International Journal of Business - September-Dec
Respond to the following discussion questionsProvide substantiv.docx
Respond to the following discussion questionsProvide substantiv.docx
© P s yc ho lo gic a l S o c ie ty o f S o u th A fric a . A .docx
© P s yc ho lo gic a l S o c ie ty o f S o u th A fric a . A .docx
Annotated Bibliography – Part 115MGMT 8410 Assignment A.docx
Annotated Bibliography – Part 115MGMT 8410 Assignment A.docx
A Study Of The Relationship Between Emotional Intelligence And Leadership Abi...
A Study Of The Relationship Between Emotional Intelligence And Leadership Abi...
research paperrequirement.docx1. Proposal 150 words – a p.docx
research paperrequirement.docx1. Proposal 150 words – a p.docx
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Month Rainfall(mm) Classification
------- ----------------- ------------------
1 95 Dry
2 100 Dry
3 120 Average
4 130 Average
5 135 Average
6 145 Average
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#include
void inputRainFall(float rainFall[], int size)
//Open the file
ifstream inputFile;
inputFile.open(\"rainfall.txt\");
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The Weather Service Bureau department has data representing monthly rainfall for a year and we
would like to create a table categorizing each month as rainy (rainfall 20% higher than average)
dry (rainfall 25% lower than average). or average. The data file for monthly rain fall is called
rainfall.txt.
Output
The year\'s average monthly rainfall was 139 mm.
September has the highest rainfall (190 mm).
January has the lowes rainfall (95 mm)
Month Rainfall(mm) Classification
------- ----------------- ------------------
1 95 Dry
2 100 Dry
3 120 Average
4 130 Average
5 135 Average
6 145 Average
7 155 Average
8 185 Rainy
9 190 Rainy
10 160 Average
11 130 Average
12 120 Average
Program Requirements:
Implement the following functions in the program:
void inputRainfall(int rainFal l[], int size)
The function reads the monthly rainfall from the file rainFall.txt and stores them in the array
rainFall
int calculateAverageRainFall(int rainFall [], int size)
Return the average monthly rainfall (rounded to the nearest millimeter).
void classifyAndDisplayRainfall(int rainFall[], int months);
Display the average monthly rainfall, the month with the highest rainfall, and the month with the
lowest rainfall.
Also classify each month as average, rainy, or dry.
Hint:
Read data from a file.
#include
void inputRainFall(float rainFall[], int size)
//Open the file
ifstream inputFile;
inputFile.open(\"rainfall.txt\");
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Gives rise to red blood cells
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QuestionDiscuss the validity of each statement. If the statement .pdf
Question:
Discuss the validity of each statement. If the statement is always true, explain why. If not true,
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If two normal distributions have the same mean, then they have the same standard deviation.
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no
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Montoure Company uses a perpetual inventory system. It entered into .pdf
Montoure Company uses a perpetual inventory system. It entered into the following calendar-
year purchases and sales transactions. (For specific identification, units sold consist of 600 units
from beginning inventory, 300 from the February 10 purchase, 200 from the March 13 purchase,
50 from the August 21 purchase, and 250 from the September 5 purchase.) Date Activities Units
Acquired at Cost Units Sold at Retail Jan. 1 Beginning inventory 600 units @ $45.00 per unit
Feb. 10 Purchase 400 units @ $42.00 per unit Mar. 13 Purchase 200 units @ $27.00 per unit
Mar. 15 Sales 800 units @ $75.00 per unit Aug. 21 Purchase 100 units @ $50.00 per unit Sept. 5
Purchase 500 units @ $46.00 per unit Sept. 10 Sales 600 units @ $75.00 per unit Totals 1,800
units 1,400 units Required 1.Compute cost of goods available for sale and the number of units
available for sale. 2.Compute the number of units in ending inventory. 3.Compute the cost
assigned to ending inventory using (a) FIFO, (b) LIFO, (c) weighted average, and (d) specific
identification. (Round all amounts to cents.) Check (3) Ending inventory: FIFO, $18,400; LIFO,
$18,000; WA, $17,760 4.Compute gross profit earned by the company for each of the four
costing methods in part 3. (4) LIFO gross profit, $45,800
Solution
Answer
Purchase
Units
Rate
Amount
Feb-10
400
42
16800
Mar-13
200
27
5400
Aug-21
100
50
5000
Sep-05
500
46
23000
Total
1200
50200
Sales
Units
Rate
Amount
Mar-15
800
75
60000
Sep-10
600
75
45000
0
Total
1400
105000
Cost of Goods Available for Sale = Opening Inventory + Purchases
= 27000 + 50200 = $77,200
Closing Inventory = Opening Inventory + Purchased units - Sold Units
= 600 + 1200 – 1400 = 400 units
First, FIFO
FIFO
Opening + Purchases
Cost of Goods Sold
Closing Inventory
Opening Jan 1
600
45.00
27000
600
45.00
27000.00
Feb 10 Purchase
400
42.00
16800
600
45.00
27000.00
400
42.00
16800.00
Mar 13 Purchase
200
27.00
5400
600
45.00
27000.00
400
42.00
16800.00
200
27.00
5400.00
Mar 15 Sales
600
45.00
27000
200
42.00
8400.00
200
42.00
8400
200
27.00
5400.00
Aug 21 purchased
100
50.00
5000
200
42.00
8400.00
200
27.00
5400.00
100
50.00
5000.00
Sept 5 Purchase
500
46.00
23000
200
42.00
8400.00
200
27.00
5400.00
100
50.00
5000.00
500
46.00
23000.00
Sep 10 Sales
200
42.00
8400
400
46.00
18400.00
200
27.00
5400
100
50.00
5000
100
46.00
4600
TOTAL
1800
77200
1400
58800
400
18400.00
Units
Value
Cost of Goods Sold
1400
58800
Closing Inventory
400
18400
LIFO Method
LIFO
Opening + Purchases
Cost of Goods Sold
Closing Inventory
Opening Jan 1
600
45.00
27000
600
45.00
27000.00
Feb 10 Purchase
400
42.00
16800
600
45.00
27000.00
400
42.00
16800.00
Mar 13 Purchase
200
27.00
5400
600
45.00
27000.00
400
42.00
16800.00
200
27.00
5400.00
Mar 15 Sales
200
27.00
5400
400
45.00
18000.00
400
42.00
16800
0.00
200
45.00
9000
Aug 21 purchased
100
50.00
5000
400
45.00
18000.00
100
50.00
5000.00
0.00
Sept 5 Purchase
500
46.00
23000
400
45.00
18000.00
100
50.00
5000.00
500
46.00
23000.00
Sep 10 Sales
500
46.00
23000
400
4.
Many employees have personal computers in their home.Discuss if th.pdf
Many employees have personal computers in their home.
Discuss if this has made those employees more aware of security risks and, as a result, enhanced
organizational security or has it made these employees a larger security risk to the organization.
Solution
Many employees have personal compurters in their home and that has made those employees
more aware of security risks.The research discovered that despite the security policies, tools, and
procedures currently in place, employees around the world are involving in risky behaviors that
put corporate and personal data at risk.
Employee behaviors included:
a>unauthorized use of application.
b>Misuse of corporate computers.
c>Remote worker security: employees transferring files between personal and work computers.
So this kind of employee behavior impact a larger security risk to the organization..
If two loci Rr and Ww are linked and are 14 map units apart, and a.pdf
If two loci R/r and W/w are linked and are 14 map units apart, and an Rw/rW individual is
testcrossed, you will obtain:
Solution
The map distance is 14 mu indicates that the recombination frequency between the two genes is
14%. Therefore, the frequency of recombinants is 14% whereas the frequency of parental
genotypes is 86%. The following are the genotype frequencies of the offspring:
* Rw / rw - 43%
* rW / rw - 43%
* RW / rw - 7%
* rw / rw - 7%.
If the environment of propagation has be th specular and scattering c.pdf
If the environment of propagation has be th specular and scattering components, what
distribution will be have or the specular components go to zero?
Solution
Rayleigh fading is related to central chi square distribution due to zero mean .specular
components becomes zero where the Raleigh fading due to central chi square distribution..
How have advances in technology accelerated genetic discoveries Com.pdf
How have advances in technology accelerated genetic discoveries? Comparing expression
patterns of different cells demonstrates how proteins are related. Sequencing of genomes allows
for the understanding of how all genetically controlled diseases arise. Any phenotype con now
be assigned to a mutation. Genome sequencing allows for the comparison of the genomes of
individuals within a species and
Solution
Answer : b
sequencing of genomes allows for the understanding of how all genetically controlled diseases
arise..
Fish are caught at random according to a Poisson process at a rate o.pdf
Fish are caught at random according to a Poisson process at a rate of one fish per hour. If exactly
three fish are ccaught in the first hour, what is the probability that it took more than one-half
hour to catch the first fish?
Solution
If he catches the first fish after first half-hour, then he must have caught all 3 fishes in the second
half hour.
For each of the 3 fishes caught, the probability that it was caught in the first half hour is 1/2
P(more than one half hour to catch the fish|3 fishes caught in the first 2 half
hours))=(1/2)^3=0.125.
Consider two particles with masses m_1 and m_2 where m_1 m_2. If t.pdf
Consider two particles with masses m_1 and m_2 where m_1 > m_2. If the two particles have
the same momentum, which particle has a higher kinetic energy? If the two particles have the
same kinetic Energies which particle has a higher momentum?
Solution
b- Momentum is directly proportional to mass so m1 has higher momentum
a-m1 has higher kinetic energy because k,e=1/2mv^2 m1 Has higher so its k.e also high.
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