A theoretical model of transformational leadership and knowledge creation: the role of open-mindedness norms and leader-member exchange

Herman H. M. Tse, Rebecca J. Mitchell

Research output: Contribution to journalArticlepeer-review

32 Citations (Scopus)

Abstract

Considerable research attention has been devoted to understanding the importance of knowledge creation in organisations over the last decade. Research suggests that leadership plays an important role in knowledge-creation processes. Nonetheless, there is an important omission in knowledge creation research; namely, what are the underlying processes that underpin the implications of leadership for knowledge creation? This article aims to develop a theoretical model of leadership and knowledge creation by drawing on two contrasting leadership perspectives; that is transformational leadership and leader–member exchange (LMX), and the research on open-mindedness norms. Specifically, we argue why transformational leadership is related to knowledge creation, and also theorise how open-mindedness norms and LMX quality serve as underlying mechanisms to underpin the effect of transformational leadership on knowledge creation. We conclude with a discussion of implications of the model for theory and practice, and also suggest potential avenues for future research.
Original languageEnglish
Pages (from-to)83-99
Number of pages17
JournalJournal of Management and Organization
Volume16
Issue number1
DOIs
Publication statusPublished - Mar 2010
Externally publishedYes

Keywords

  • transformational leadership
  • leader–member exchange (LMX)
  • open-mindedness norms
  • knowledge creation
  • teams

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