Constructive interpersonal leadership relations in knowledge-based organisations: A theoretical framework

Abstract

Orientation: Acknowledging the need for a deeper understanding of interpersonal communication as part of interpersonal leadership in knowledge-based organisational contexts.Research purpose: This study aimed to propose a theoretically based definition of constructive interpersonal leadership relations (ILRs) and a generic model of ILR with guidelines for fostering constructive ILR in knowledge-based contexts.Motivation for the study: Emerging trends showed knowledge-based organisations presented unique sets of challenges for constructive ILR in South Africa.Research approach/design and method: We conducted a qualitative study using the interpretivist research paradigm. Two convenience samples were used for the data collection: semi-structured in-depth interviews with eight experts in the field, and 31 questionnaires were sent to leaders or followers that examined the micro-perspective in knowledge-based organisations in South Africa. The data analysis and interpretation were performed by thematic analysis.Main findings: We established that the leader–follower dyad is the locus of interpersonal leadership, and that in constructive ILR, leaders or followers actively and mutually nurture the leader–follower dyad, that leaders oversee these relationships without using a formal hierarchy and that the leader–follower interaction has meaning on informational and relational levels.Practical/managerial implications: The findings can be used by leaders in knowledge-based organisations as useful guidelines to create and maintain an organisational environment that is supportive of constructive ILR.Contribution/value-add: This study provides insight into personal attributes relevant for ILR in knowledge-based organisational contexts.

Evaluating the capacity of rural-based South African stakeholders in the transformation of small, medium-sized and micro-enterprises

“…Such findings are consistent with those of Williams et al (2011) and Mulika and Routray (2016) who have all identified unwanted interferences that undermine the fight against rural unemployment challenges, transformation or the sustainability of local livelihoods. This is also consistent with Louw and Barker (2021), as well as Gorgens-Ekermans and Roux's (2021) assertion that leaders influence those they lead.…”

Employees’ Perceptions on the use of Online Internal Communication for Knowledge Sharing

“…The main limitations of the study are that its findings are bound to be affected by the issue of transferability, since they were generated from employees' perceptions and experiences in a specific context and the study was cross-sectional in design as data were collected at a particular point in time. However, Louw (2018) acknowledges that the worthiness of any research is determined by the extent to which it contributes to knowledge, both theoretical and in practice. Hence it is posited that this study is new and unique and contributes to the existing body of knowledge in communication research and organisational communication practice in several ways.…”