Scholarly Work - Business
Permanent URI for this collectionhttps://scholarworks.montana.edu/handle/1/9306
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Item The Role of Transformational and Transactional Leadership in Creating, Sharing and Exploiting Organizational Knowledge(2003) Bryant, Scott E.Strategy scholars have argued that managing knowledge effectively can provide firms with sustainable competitive advantages. Leaders are central to the process of managing knowledge effectively. Managing knowledge includes three key processes: creating, sharing, and exploiting knowledge. Leaders are central to each of these processes at multiple levels of the firm. Examining the role of leadership in converting knowledge into competitive advantages is important to our understanding of leaders and organizations. Transformational leadership may be more effective at creating and sharing knowledge at the individual and group levels, while transactional leadership is more effective at exploiting knowledge at the organizational level. This paper begins to integrate the transformational leadership literature with the organizational knowledge literature.Item The Impact of Peer Mentoring on Organizational Knowledge Creation and Sharing: An Empirical Study in a Software Firm.(2005-06) Bryant, Scott E.Managing organizational knowledge creation and sharing effectively has become an important source of competitive advantage for firms. Peer mentoring is becoming increasingly common and may be an effective way to facilitate knowledge creation and sharing. This article provides an empirical test of the relationship between peer mentoring and knowledge creation and sharing in a high-tech software firm. Results suggested that a peer mentor training course increased perceived levels of peer mentor knowledge and skills. Results also indicated that higher perceived levels of peer mentoring were related to higher perceived levels of knowledge creation and sharing.Item Does Emotional Intelligence – as Measured by the EQI – Influence Transformational Leadership And/or Desirable Outcomes?(2006) Brown, William F.; Bryant, Scott E.; Reilly, Michelle D.Purpose – This study aims to examine the possibility of relationships between and among emotional intelligence (EI), leadership, and desirable outcomes in organizations. Design/methodology/approach – Using a sample of 2,411 manufacturing workers, engineers, and professional staff, the study empirically examined the impact of EI, as measured by Bar‐On's Emotional Quotient Inventory (EQI), on organizational outcomes; the well documented ability of transformational leadership to predict those outcomes, and the relationship between EI and transformational leadership. Findings – The results confirm previous studies of the extraordinary effectiveness power of transformational leadership in predicting organizational outcomes. However, in this study no support was found for hypothesized relationships between EI and desirable outcomes or a significant relationship between EI and transformational leadership. Originality/value – EI may be a useful concept in understanding leadership and social influence; however, unlike previous studies no indication was found that EI as operationalized and measured by the EQI is of particular value in that exploration.