Call for Papers 4/2017

Leadership in the Context of Information and Knowledge Management

 

edited by

Prof. John P. Girard

Middle Georgia State University, Macon, Georgia, United States  

Dr Katarzyna Kazojć

The University of Szczecin, Poland

and

Dr Andrzej Lis

Nicolaus Copernicus University in Toruń, Poland

 

Together with teamwork, intra-organisational communication and employee attitudes to changes, leadership is listed among behavioural antecedents of effective knowledge management processes. The cultural determinants of leadership important from the knowledge management perspective include: leadership style, centralisation of management, emotional barriers of effective communication between managers and subordinates, freedom of dissent and criticism of decisions made by managers, greed of power and perceiving knowledge as the source of power [Glińska-Neweś, 2007]. Positive leadership [Cameron, 2012; Karaszewski and Lis, 2013] is considered to be one of the key areas of positive organisational potential defined as “such states, levels and configurations of organisational resources which stimulate positive organisational climate and positive organisational culture in order to foster positive, pro-developmental employee behaviours” [Stankiewicz and Glińska-Neweś, 2013, pp. 23-24]. In consequence, leadership may both directly and indirectly stimulate but also inhibit knowledge management processes.

Added: 2016-10-19