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dc.contributor.authorBryant, Scott E.
dc.date.accessioned2018-02-28T17:50:21Z
dc.date.available2018-02-28T17:50:21Z
dc.date.issued2003
dc.identifier.citationBryant, S. E. “The Role of Transformational and Transactional Leadership in Creating, Sharing and Exploiting Organizational Knowledge.” Journal of Leadership and Organizational Studies 9, no. 4 (January 1, 2003): 32–44. doi:10.1177/107179190300900403.en_US
dc.identifier.issn1548-0518
dc.identifier.urihttps://scholarworks.montana.edu/xmlui/handle/1/14412
dc.description.abstractStrategy 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.en_US
dc.titleThe Role of Transformational and Transactional Leadership in Creating, Sharing and Exploiting Organizational Knowledgeen_US
mus.citation.extentfirstpage32en_US
mus.citation.extentlastpage44en_US
mus.citation.issue4en_US
mus.citation.journaltitleJournal of Leadership and Organizational Studiesen_US
mus.citation.volume9en_US
mus.identifier.categoryBusiness, Economics & Managementen_US
mus.identifier.doi10.1177/107179190300900403en_US
mus.relation.collegeCollege of Businessen_US
mus.relation.departmentBusiness.en_US
mus.relation.universityMontana State University - Bozemanen_US
mus.data.thumbpage8en_US


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