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How Transformational Leaders Can Effectively Manage Knowledge in Companies
Abstract
This article raises a vital question as to how executives who act as transformational leaders can unleash the power of knowledge in companies. The author posits that transformational leadership's direct impact on firms' internal resources can also promote knowledge management processes. In particular, transformational leaders strongly manifest themselves as change agents who have a significant impact on the culture, structure, and strategy of a firm. This article suggests that managers should develop a supportive workplace to promote knowledge management processes. In this way, culture, structure, and strategy constitute the foundation of this supportive workplace. In fact, it can be seen that if firms' culture, structure, and strategy are not completely in favor of supporting knowledge management processes, organizations cannot effectively implement knowledge management projects to promote knowledge management. Accordingly, this article suggests that knowledge management efforts depend on a supportive culture, structure, and strategy in organizations.
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