Leadership in a knowledge society: An examination of the relationship between perceptions of leadership and knowledge management actions using a social action theory approach.

摘要

This quantitative study investigated the relationship between leadership and knowledge at the team level of analysis. The Organizational Learning Systems Model and Visionary Leadership Theory were used to guide the study; both are consistent with Parsons' General Theory of Action. Two existing validated instruments, the Organizational Action Survey and The Leadership Profile, were combined into one questionnaire. Data were collected from a purposive sample of 22 teams with 66 participants within one single-site organization in the information technology field.; Results showed that overall, team members' perception of leadership was significantly correlated with overall team knowledge management actions, defined as environmental interface, action/reflection, dissemination and diffusion, and meaning and memory. However, when the leadership behaviors and characteristics were correlated with the four knowledge management actions, some leadership behaviors and characteristics were related to knowledge management and others were not. Specifically, the following had moderate positive (r = 0.5 to 0.7) and significant relationships: (a) reward equity with all four knowledge management actions; (b) capable management with dissemination and diffusion and meaning and memory; (c) creative leadership with environmental interface and dissemination and diffusion; and (d) visionary leadership with action/reflection, dissemination and diffusion, and meaning and memory. The transformational leadership scales of communication leadership, principled leadership, and follower-centered leadership/prosocial had a moderate significant relationship to one knowledge management function.; This study strengthens the idea that teams play a vital role in collective knowledge management actions. Additionally, it confirms the findings that knowledge is not just an object but is dynamic and socially constructed. Further, it reaffirms that leadership is very important in knowledge management efforts. Team leaders, by using their transactional and transformational behaviors and characteristics, may help facilitate these collective knowledge management actions. Implications are drawn for future research, for practitioners, and for the theory of leadership and knowledge management.