TY - JOUR
T1 - A theoretical model of transformational leadership and knowledge creation
T2 - the role of open-mindedness norms and leader-member exchange
AU - Tse, Herman H. M.
AU - Mitchell, Rebecca J.
PY - 2010/3
Y1 - 2010/3
N2 - 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.
AB - 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.
KW - transformational leadership
KW - leader–member exchange (LMX)
KW - open-mindedness norms
KW - knowledge creation
KW - teams
UR - https://www.scopus.com/inward/record.uri?eid=2-s2.0-79953006177&partnerID=40&md5=72373b44145a9bcf15492ac4d1fca811
U2 - 10.1017/S1833367200002285
DO - 10.1017/S1833367200002285
M3 - Article
SN - 1833-3672
VL - 16
SP - 83
EP - 99
JO - Journal of Management and Organization
JF - Journal of Management and Organization
IS - 1
ER -