The role of transformational leader in developing knowledge culture in public sector hospitals

Mahmood, Sobia; Khattak, Muhammad Arif

doi:10.33844/ijol.2017.60362

Cited by 3 publications

(2 citation statements)

References 58 publications

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“…On the other hand, the effects of transformational leadership were studied on particular KM activities. Eight studies into the effect of transformational leadership on knowledge sharing found that transformational leadership had a direct, significant, and positive impact on knowledge sharing (Al-Husseini and Elbeltagi, 2018;Park and Kim, 2018;Le and Lei, 2017;Mahmood and Khattak, 2017;Imdad Ullah, Bin Ab Hamid and Shahzad, 2016;Al-Husseini and Dosa, 2016;Akpotu and Jasmine, 2013; Mushtaq *Some studies have included more than one leadership styles Figure 2: Relevant papers' distribution according to leadership roles and styles* and Bokhari, 2011). Another study found a significant relationship of transformational leadership with the internal component of knowledge sharing (Chen and Barry, 2006).…”

Section: Paper's Contents Summary Transformational Leadershipmentioning

confidence: 99%

Leadership Styles and Organizational Knowledge Management Activities: A Systematic Review

Amiri

Rahim

Ahmed

2020

GADJAH MADA INT. J. BUS.

103

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Leaders play a critical role in the success or failure of their organizations. Leaders can be effective in implementing changes, building their organization's capabilities, and improving its performance, or the opposite, they could be ineffective. In this systematic review, the authors aim to summarize the findings of previous quantitative research, published between the period from 2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge management (KM) capabilities and activities. The authors reviewed 50 articles found in well-known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar, and others, concerning the impact of leadership when implementing KM in business organizations. The review revealed that transformational, transactional, knowledge-oriented leadership, top executives, and strategic leadership have evidence of their constant and positive effect on the KM process. The authors encourage organizations to use a combination of those styles to maximize the effect of leadership on KM. The authors also recommend conducting further studies on the effect of the remaining leadership styles, such as the ethical and servant leadership styles on KM and the other specific KM activities.

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Section: Paper's Contents Summary Transformational Leadershipmentioning

confidence: 99%

Leadership Styles and Organizational Knowledge Management Activities: A Systematic Review

Amiri

Rahim

Ahmed

2020

GADJAH MADA INT. J. BUS.

103

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“…Top management involvement and support for knowledge initiatives is vital in hospitals [ 3 ]. Transformational leaders may become the source of inspiration and serve as role models for organisational members to share their valuable knowledge with others [ 21 ].…”

Section: Introductionmentioning

confidence: 99%

Reaching out to stakeholders: The use of knowledge terminology on the websites of Australian public hospitals

Miklošík

Evans

2020

BMC Health Serv Res

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Background The objective of the study described in this article was to examine whether, and to what extent, Australian public hospitals use knowledge terminology, i.e. a body of knowledge-related terms, on their websites. The paper also discusses the difference in the level of such communication between large and small hospitals, the factors affecting the use of the knowledge-related terms in the communication and the similarities/differences between the use of knowledge terms in Australian public hospitals and large/small companies in Australia. Methods 151 Australian public hospitals were included in the research sample: 51 large and 100 small hospitals. Using the method of content analysis, websites mentioning knowledge creation, knowledge sharing, knowledge implementation, and knowledge retention were identified, along with the number of these mentions. Descriptive statistics and chi square test of independence were used to provide answers to four research questions. Results Of the 151 hospitals included in the sample, 30 had no website and 62 (50 small and 12 large) had a single page website. The study found that there are differences between Australian public hospitals regarding the level of their knowledge communication on their websites, both between small and large hospitals and between the individual hospitals within the large and small hospital groups. Conclusions A well-known saying goes “For the mouth speaks what the heart is full of”. Effective communication of knowledge-related terminologies to both internal and external stakeholders, i.e. the parties who access the websites, is therefore an indication of a knowledge focus in the public hospitals. Large hospitals are generally more active in communicating knowledge terms, although there are some exceptions. Some of the small hospitals can lead by example, but most of them do not include knowledge terminology in their communication on websites.

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Turning followers into leaders: commercial shipping versus navy—a literature review

2022

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The role of transformational leader in developing knowledge culture in public sector hospitals

Cited by 3 publications

References 58 publications

Leadership Styles and Organizational Knowledge Management Activities: A Systematic Review

Leadership Styles and Organizational Knowledge Management Activities: A Systematic Review

Reaching out to stakeholders: The use of knowledge terminology on the websites of Australian public hospitals

Turning followers into leaders: commercial shipping versus navy—a literature review

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