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A theoretical model of transformational leadership and knowledge creation: The role of open-mindedness norms and leader–member exchange

Published online by Cambridge University Press:  02 February 2015

Herman HM Tse  and
Rebecca J Mitchell
Herman HM Tse
Affiliation:
Griffith Business School, Griffith University, Brisbane QLD, Australia
Rebecca J Mitchell
Affiliation:
School of Business and Management, The University of Newcastle, Callaghan NSW, Australia
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Abstract

Considerable research attention has been devoted to understanding the importance of knowledge creation in organisations over the last decade. Research suggests that leadership plays an important role in knowledge-creation processes. Nonetheless, there is an important omission in knowledge creation research; namely, what are the underlying processes that underpin the implications of leadership for knowledge creation? This article aims to develop a theoretical model of leadership and knowledge creation by drawing on two contrasting leadership perspectives; that is transformational leadership and leader–member exchange (LMX), and the research on open-mindedness norms. Specifically, we argue why transformational leadership is related to knowledge creation, and also theorise how open-mindedness norms and LMX quality serve as underlying mechanisms to underpin the effect of transformational leadership on knowledge creation. We conclude with a discussion of implications of the model for theory and practice, and also suggest potential avenues for future research.

Keywords

transformational leadershipleader–member exchange (LMX)open-mindedness normsknowledge creationteams
Type
Research Article
Information
Journal of Management & Organization , Volume 16 , Issue 1 , March 2010 , pp. 83 - 99
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2010

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