Abstract
In order for knowledge management (KM) to thrive, an organization requires a combination of conditions that form the runway from which a KM initiative can take off. There is general agreement that technology, human resources, organizational culture, and leadership are among the key enablers of successful KM. The intentions and actions of knowledge leaders in particular can make a profound difference to how KM is institutionalized in an organization. The relationship between leadership and KM has been studied extensively, especially established leadership styles such as transformational and transactional leadership. In this chapter, the authors explore the influence of knowledge leadership on KM through the lens of Liz Wiseman's leadership paradigm, Multipliers. The authors propose that effective knowledge leadership reflects the traits of the multiplier: leaders who draw on certain skills and approaches to effectively “multiply” the intelligence of an organization.
TopBackground
The crafts of leadership and KM, as well as the intersection of the two, have been well-documented and studied–especially since the advent of information technology (IT) (Cleveland, 1985). Early interest in the relationship between leadership and KM emerged from an understanding that leadership was a critical component of successful KM implementations. A study by Andersen and the American Productivity and Quality Center (APQC) (1996) identified the lack of commitment from senior leadership as a critical reason why organizations are unable to effectively implement KM practices. In their survey of successful KM projects, Davenport et al. (1998) identified senior management support as one of eight factors contributing to the successful implementation of a KM initiative.
Many of these foundational studies focused on the importance of leadership broadly defined, namely they considered the impact of supportive executives of all kinds, not just those who are responsible for the management of organizational knowledge or information. Such people are often known as knowledge leaders, people who provide “strategic visions, motivate, communicate, and give direction to drive the company in a changing context” (Bertoldi et al., 2018, p. 589). Kluge et al. (2001) indicated, for example, that formal leaders at all levels of an organization have unique roles to play in KM, with Chief Executive Officers (CEO) being of particular importance to the knowledge sharing process. Roth (2003) compiled different types of knowledge-oriented workers (e.g., knowledge activist and knowledge broker) who fulfill various aspects of knowledge leadership without necessarily being in formal leadership positions.
Key Terms in this Chapter
Multiplier: A leader whose behavior maximizes the capability of their employees.
Knowledge Management Enablers: Elements which support, facilitate, and stimulate knowledge management practice within an organization.
Transformational Leadership: A style of leadership which uses idealized influence, inspiration, and intellectual stimulation to motivate employees to make positive change within an organization.
Organizational Culture: An organization's collected practices, values, and beliefs, which are communicated to all employees and influence their actions.
Knowledge-Supportive Practice: An activity which encourages and supports knowledge discovery, organization, sharing, reuse, creation, and/or acquisition within an organization.
Diminisher: A leader whose behavior limits the capability of their employees.
Knowledge-Supportive Value: An organizational principle or standard which encourages and supports knowledge discovery, organization, sharing, reuse, creation, and/or acquisition within an organization.
Transactional Leadership: A style of leadership which uses reward and punishment to motivate employees.
Knowledge Leader: Someone widely acknowledged to be driving and influencing the adoption of knowledge-supportive practices and values within an organization.