Theory-Y leadership in the knowledge economy: Towards tackling the tacit knowledge enigma

Sankaran, S; James, P; Kouzmin, A; Hase, S

Theory-Y leadership in the knowledge economy: Towards tackling the tacit knowledge enigma

Sankaran, S

James, P Kouzmin, A Hase, S

Permalink

Publisher:: Common Ground Publishing
Publication Type:: Journal Article
Citation:: International Journal of Knowledge Culture and Change Management, 2005, 4 (1), pp. 331 - 339
Issue Date:: 2005-01

Open Access

Copyright Clearance Process

Recently Added
In Progress
Open Access

This item is open access.

Adobe PDF

Download full textAdobe PDF (161.53 kB)

View statistics

Full metadata record

Field	Value	Language
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216	en_US
dc.contributor.author	James, P	en_US
dc.contributor.author	Kouzmin, A	en_US
dc.contributor.author	Hase, S	en_US
dc.date.issued	2005-01	en_US
dc.identifier.citation	International Journal of Knowledge Culture and Change Management, 2005, 4 (1), pp. 331 - 339	en_US
dc.identifier.issn	1447-9524	en_US
dc.identifier.uri	http://hdl.handle.net/10453/1078
dc.description.abstract	The changing nature of the psychological contract between employer and employee has brought new challenges to leaders of organizations in the knowledge era. A major challenge for leadership now is what form of psychological contract will motivate people to share the knowledge held in the heads of knowledge workers, which is mostly tacit? Related to this is the setting up of an environment in an organization to facilitate knowledge transfer. It has been mentioned that in an age where organizations have become flat, networked and amorphous, leadership is actually distributed according to the circumstances. So setting up effective practices to develop many leaders is also an issue for organizations. Long before industries caught up with the idea of knowledge as a resource, Universities had been in the business of managing knowledge. They provided an appropriate environment to facilitate creation, sharing and dissemination of knowledge based on collaboration and trust, and public recognition as a currency of exchange for using other peoples knowledge. This may lead us to believe that the academic model of leadership is applicable to industry. The general management of academics and staff at the University seems to be catching up with the commercial world these days. Therefore it is futile to look for a new leadership model for the knowledge age in the University governance area. Could mentoring, coaching and the use of reflective practice, used successfully in the supervision of research in the University, provide clues to a model for leadership and leadership development that can be applied in industry in the knowledge age?	en_US
dc.publisher	Common Ground Publishing	en_US
dc.relation.ispartof	International Journal of Knowledge Culture and Change Management	en_US
dc.title	Theory-Y leadership in the knowledge economy: Towards tackling the tacit knowledge enigma	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	4	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	0807 Library and Information Studies	en_US
utslib.for	2002 Cultural Studies	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.issue	1	en_US
pubs.volume	4	en_US

Abstract:

The changing nature of the psychological contract between employer and employee has brought new challenges to leaders of organizations in the knowledge era. A major challenge for leadership now is what form of psychological contract will motivate people to share the knowledge held in the heads of knowledge workers, which is mostly tacit? Related to this is the setting up of an environment in an organization to facilitate knowledge transfer. It has been mentioned that in an age where organizations have become flat, networked and amorphous, leadership is actually distributed according to the circumstances. So setting up effective practices to develop many leaders is also an issue for organizations. Long before industries caught up with the idea of knowledge as a resource, Universities had been in the business of managing knowledge. They provided an appropriate environment to facilitate creation, sharing and dissemination of knowledge based on collaboration and trust, and public recognition as a currency of exchange for using other peoples knowledge. This may lead us to believe that the academic model of leadership is applicable to industry. The general management of academics and staff at the University seems to be catching up with the commercial world these days. Therefore it is futile to look for a new leadership model for the knowledge age in the University governance area. Could mentoring, coaching and the use of reflective practice, used successfully in the supervision of research in the University, provide clues to a model for leadership and leadership development that can be applied in industry in the knowledge age?

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/1078