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- W2024992052 abstract "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." @default.
- W2024992052 created "2016-06-24" @default.
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- W2024992052 date "2010-03-01" @default.
- W2024992052 modified "2023-10-16" @default.
- W2024992052 title "A theoretical model of transformational leadership and knowledge creation: The role of open-mindedness norms and leader–member exchange" @default.
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- W2024992052 doi "https://doi.org/10.1017/s1833367200002285" @default.
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