Could One Transformational Leader Convert the Organisation From Knowledge Based Into Learning Organization, Then Into Innovation?

Publisher:
David Publishing Company
Publication Type:
Journal Article
Citation:
Journal of Modern Accounting and Auditing, USA, 2011, 7 (12), pp. 1352 - 1361
Issue Date:
2011-01
Full metadata record
Files in This Item:
Filename Description Size
Thumbnail2010006549OK.pdf234.41 kB
Adobe PDF
This paper examines the role of transformational leadership in transforming an organization into a knowledge based, then into learning organization so that it becomes an innovative company. Important features of the leader such and ability to assist in developing and accommodating the implementation of knowledge management programs, learning organization concepts and innovation protocols are discussed in this paper. This paper demonstrates that shifting the organization to become a knowledge based and then to be learning organization and finally to become innovative company could involve some unique attributes of a transformation leadership. In that regards, the paper also demonstrates that organizations need first to create, capture, transfer, and mobilize knowledge before it can be used for learning and then for innovation. The paper will present a method of a studying how successful innovation leaders of companies could found themselves acting in three roles namely: knowledge leader, learning leader and then innovation leader.
Please use this identifier to cite or link to this item: