Transformational and transactional leadership enabling (disabling) knowledge acquisition of self‐managed teams: the consequences for performance

By John D. Politis. 2002

179 citations recorded by the source corpus.

Subfields: Communication, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1f2b82131371627025cad10cc7d4026fb33d3f38

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In Communication

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Impact of knowledge oriented leadership on knowledge management behaviour through employee work attitudes (2019, unknown): “Politis (2002) argues that the transactional leadership can facilitate KM behaviour.”
Leadership behaviors, organizational culture and knowledge management practices: An empirical investigation (2011, background): “Leaders create the conditions that allow (or otherwise) participants to exercise and cultivate their knowledge manipulation skills, to contribute their own individual knowledge resources to the organization’s pool of knowledge, and to have easy access to relevant knowledge (Crawford, 2005; Politis, ”
Dispersed leadership predictor of the work environment for creativity and productivity (2005, background): “It is about management creating a culture which promotes and encourages knowledge sharing (Politis, 2002), creativity and innovation.”
Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes (2019, background): “The transformational leaders are more likely to encourage innovative work behavior, as they directly influence the creativity and performance of their followers [31], by empowering them and fostering trust and engagement in them [32–34].”
Leadership styles and organizational commitment: literature review (2016, background): “According to Politis (2002), transactional leaders clarify the roles of the followers and specify what they must do to achieve the target.”
Top management knowledge value, knowledge sharing practices, open innovation and organizational performance (2019, background): “The top management knowledge value (TMKV) in SMEs creates environments that allow employees across functions to exercise and nurture their knowledge manipulation skills (e.g., Crawford, Gould, & Scott, 2003; Politis, 2002) in a manner that influences open innovation and organizational performance.”
Are ethical theories relevant for ethical leadership (2012, background): “(7) Charismatic leadership: Politis (2002) said that charismatic leeaders provides the vision and energy for knowledge sharing within the organization.”