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Knowledge conversion processes and leadership : an exploratory study of Taiwanese managers

Year: 2007
Type: dissertation
Abstract: This research explored the extent to which different knowledge conversion processes\nrequire different kinds of leadership. The research was inspired by Nonaka and\nKonno (1998) and proposed that knowledge conversion processes may each require\ntheir own form of leadership because they are conducted under different bas or\ncontexts. Vera and Crossan's (2004) work provided a foundation for this research\nthrough the argument that knowledge conversion processes need not only\ntransformational but also transactional leadership. The leadership framework based\nupon transformational and transactional leadership was therefore adopted for the\nstudy.\nSemi-structured interviews and the Multifactor Leadership Questionnaire (MLQ),\ndeveloped by Bernard Bass and Bruce Avolio to assess leadership under the\ntransformational and transactional leadership framework, were used to gauge the\nopinions of participants about leadership and knowledge conversion processes.\nScenarios/descriptions derived from Nonaka and Takeuchi (1995) were used to focus\nthe mindset of the participants involved in the interviews and the questionnaire,\nwhich was administered at the time of the interviews to support triangulation.\nFindings suggested that knowledge conversion processes do not differ to the extent\nthat they require both transformational and transactional leadership. However,\nqualitative evidence indicated that knowledge conversion processes were somewhat\ndifferent in terms of certain dimensions of transformational leadership. These differences related to the need for a strong sense of purpose, a compelling vision of\nthe future and long-termism in some but not all situations involving the leadership of\nknowledge conversion processes.
Language: English
Open Access status: green
OpenAlex ID: W840077779
Cites: 249
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Related to: 10