REG NO

NAME

TITLE OF THE PAPER

Review

Learning organizations and leadership style

Tacit Knowledge, Explicability and Creativity

This research project analyzed seven operating departments in the City of Lynchburg to determine the leadership style of the department head and whether leadership style is conducive to establishing and maintaining a learning organization. The results indicate that the best leaders at creating a learning organization are balanced in transactional leadership, transformational behaviours, and transformational characteristics. This paper explores the links between the sharing of tacit knowledge, the explication of tacit knowledge, and creativity, in the Australian Film Industry (AFI). Subject to harsh conditions including staff turnover, tight budgets and schedule constraints, the AFI does not formulate repositories of explicit knowledge.
This paper explores the idea of thinking leadership as a process and something which can be taught to another person. Paper tells us that even though lot of data and theories available but still the concept of leadership is confusing .At last it tells us that rather than adopting mainstream system-control thinking its better if we use process relational thinking.

Rethinking leadership :-A way forward for teaching leadership?

Organizational excellence and leadership strategies: principles followed by top multinational executives

The aim of this paper was to find out the strategies of the leaders who have been recognized for their contributions to organizational excellence and leadership despite the environmental fluctuations.Here an analysis of the strategies followed by these executives reflects a limited number of distinct themes. The themes reflect a focus on the care of customers, product innovation, committed people and management leadership. The leadership strategies reflected by these corporate leaders focus on attention through vision, meaning through communication, trust through positioning and confidence through respect.This article focuses on the top multinational executives identified for each year during the decade of the 1990s, and the organizational excellence and leadership strategies that have been at the heart of the practices implemented and followed by these executives.
The purpose of this paper is to formulate an organised methodology, set of processes and delivery technology to support the building of tacit knowledge in leadership innovation which can represent a significant contribution to the present body of knowledge. Through the proposed developmental model lens, the present study identified a number of transformations of locus of knowledge during which targeted push for enabling action would bear most impact. It is planned, in future research programmes, to carry out interventions at various points along the pathway aimed at yielding very different results some that will cause long-term changes, others that will produce results within a shorter time span. The purpose of this paper was to identify and develop an understanding of the aspects of tacit knowledge that play a significant role in enabling

Capturing leadership tacit knowledge in conversations with leaders

Engaging Tacit Knowledge in Support of Organizational

Learning

Knowledge Management and Leadership Development: A Primer

organizational learning. The findings which came up after the research was that the recognition that tacit knowledge resides beyond ordinary consciousness leads to the search to develop greater sensitivity to information stored in the unconscious to facilitate the management and use of tacit knowledge.In addition,it was found that participating in or exposing ourselves to situations that induce resonance engages our personal passion in developing deeper knowledge and expanded awareness of that knowledge, that is, moving us towards extraordinary consciousness. The most important shift in the leadership development agenda in the past decade has arguably come from innovations in knowledge management, an often overlooked activity. This paper offers an introduction to the concepts and, more importantly, relevant tools as they relate to leadership development at all levels and across sectors.

Tacit knowledge utilization in Thai construction projects, Asian Institute of Technology.

Capturing leadership tacit knowledge in conversations with leaders.

The purpose of this paper is to explore and describe the utilization of tacit knowledge in executing construction projects and as well shows the link up of the leadership techniques used by the project managers for optimal utilization of tacit knowledge. The study is qualitative in nature and carried out through a case study approach. Empirical evidence was collected from three construction companies, each handling projects of a diverse nature of project characteristics and knowledge management styles The paper seeks to capture leadership tacit knowledge mechanisms built throughout leaders' careers. Learning to be a leader involves developing the tacit knowledge to give confidence in one's decisions. Most of the knowledge required cannot be acquired from explicit documents rather, it is built through action, experience and reflection. This research focuses on leadership in the innovation context where learning potentially occurs through a variety of

S.N O 1.

AUTHOR

TITLE

Cecil V. Martinette Jr.

LEARNING ORGANIZATI ONS AND LEADERSHIP STYLE

Irit Alony,. Michael Jones,.,. University of Wollongong

Tacit Knowledge, Explicability and Creativity -A Study of the Australian Film Industry

METHOD STRATEG RESULTS Y The purpose The The results of this Descriptiv indicated National Fire e the leaders Academy as part research knowledge building processes. project was Research were of the Executive to Method balanced in Fire Officer transactiona Program knowledge:determine Tacit the l leadership, to what degree do The purpose of this study is to add to components transformati older women contemporary management research of a onal understand, Value. with the intention to increase the successful leadership and utilize their learning understanding of tacit knowledge from behaviours, tacit knowledge in the perspective of older women. organization and the workplace and Therefore it is important to identify to transformati context. factorsif influence their perceptions that establish onal the on the degree of understanding and leadership value they tangible leadership attribute to this incharacteristi asset. style of aTen women from differentIn cs. workplaces department were interviewed using addition, open-ended questions. The interviews head department followed a discussion format to ensure influences heads with the collection of rich data. The study high the ability of overall prefer to thatconcluded that older womenleadership participate department in one-on-one knowledge also scores to sharing activities or within ahad high successfully group environment reciprocal transformati onal Tacit knowledge:cultivate a The success of schools depends on learning leadership to what degree do first-rate school leadership, on leaders organization the teachers willingness characteristi older women reinforcing . cs understand, Value. to adhere to the schools vision,and and utilize their creating a sense of purpose, transactiona binding l leadership tacit knowledge in them together and encouraging them scores. the workplace to engage in continuous learning. JOURNAL NAME PURPOSE

3.

Wasan Teerajetgul

Tacit knowledge

University of This Leadership, vision and organizational paper this paper context Wollongong explores the are considered to be the key a A series proposes learning journal Proceedings linksto school improvement. between of connexion of the Experiential the sharing of research between Knowledge tacit interview creativity Conference 2007 knowledge, the s and the explication of explicability tacit of tacit Leadership style knowledge, and knowledge and organizational creativity, in in film learning: the the Australian making. mediate effect of Film Industry school vision (AFI). Subject to harsh conditions including staff turnover, tight budgets and schedule constraints, the AFI does not formulate repositories of explicit knowledge JOURNAL OF The purpose of A multiple- The study is KNOWLEDGE this paper is to case qualitative in

3. Abstract
The purpose of this paper is to present results from a two-part study that tests the efficacy of a methodology for tacit knowledge retrieval, validation and sharing known as generative knowledge interviewing with a group of senior leaders in a non-profit organization, and then assesses the impact of that process on leaders, managers and knowledge creation efforts across the organization two years later. The author proposes the concept of organizational generativity to describe the dynamics that facilitated positive organizational change. Although there is growing evidence regarding the types of conditions that enable knowledge creation, these conditions often take years to create. This paper demonstrates how a specific methodology can be used to identify, document and transfer senior leaders tacit knowledge during the short period of time that often accompanies leadership transitions, and then use this knowledge to leverage long-term talent management gains. Key words: Tacit knowledge, Succession planning, Knowledge creation, Knowledge transfer, Leadership, Leadership development, Management succession

4. Introduction
Experts and leaders within most fields possess essential knowledge that is largely tacit and unconscious in nature. They often do not know what they know and cannot share their tacit knowledge with others. When leaders move to another position or depart an organization altogether, the loss of their essential know-how is often quite costly, especially for nonprofit organizations. In a 2008 survey of employee turnover in the non-profit sector, 81 percent of respondents reported that their organization was currently looking to fill a management or leadership position (see OK Report, 2008). Within public and non-profit sectors, results from the field of education (including higher education) showed the highest levels of concern with regards to the soaring cost of management and leadership turnover (see OK Report, 2008). This follow-up inquiry focused on exploring the impact of the initial knowledge transfer process on the perceptions and experiences of senior leaders and talent management team members over time, including the specific types of decisions, actions and strategies they engaged in as they translated the knowledge and insights gained from the initial knowledge transfer effort into various human resource, talent management and knowledge creation processes.

5. Literature Review Cecil V. Martinette Jr. conveys in his paper Learning Organisations And Leadership Style that indicated the leaders were balanced in transactional leadership, transformational leadership behaviours, and transformational leadership characteristics. In addition, department heads with overall high leadership scores also had high transformational leadership characteristics and transactional leadership scores. The purpose of this research project was to determine the components of a successful learning organization and to establish if the leadership style of a

department head influences the ability of that department to successfully cultivate a learning organization. The method of his research was a descriptive one. Irit Alony, Michael Jones, University of Wollongong, in her paper Tacit Knowledge, Explicability and Creativity -A Study of the Australian Film Industry proposed a connation between creativity and the explicability of tacit knowledge in film making. This paper explores explores the links between the sharing of tacit knowledge, the explication of tacit knowledge, and creativity, in the Australian Film Industry (AFI). Subject to harsh conditions including staff turnover, tight budgets and schedule constraints, the AFI does not formulate repositories of explicit knowledge. Wasan Teerajetgul in his paper Tacit knowledge utilization in Thai construction projects, Asian Institute of Technology, carried out a qualitative study through a case study approach. Empirical evidence was collected from three construction companies, each handling projects of a diverse nature of project characteristics and knowledge management styles. The paper also describes the utilization of tacit knowledge in executing construction projects and as well shows the link up of the leadership techniques used by the project managers for optimal utilization of tacit knowledge. Melissa Peet in her paper Capturing leadership tacit knowledge in conversations with leaders focuses on leadership in the innovation context where learning potentially occurs through a variety of knowledge building processes. The paper seeks to capture leadership tacit knowledge mechanisms built throughout leaders' careers. Learning to be a leader involves developing the tacit knowledge to give confidence in one's decisions. Most of the knowledge required cannot be acquired from explicit documents rather, it is built through action, experience and reflection. Barbara May in her paper, Tacit knowledge: to what degree do older women understand, Value. and utilize their tacit knowledge in the workplace context The study concluded that older women prefer to participate in one-on-one knowledge sharing activities or within a reciprocal group environment. Each woman held varying degrees of awareness, understanding, and value towards their tacit knowledge. The outcome of this qualitative study has identified some critical information for managers, and consequently older women, for the development of knowledge in the workplace. The purpose of this study was to add to contemporary management research with the intention to increase the understanding of tacit knowledge from the perspective of older women. Therefore it is important to identify factors that influence their perceptions on the degree of understanding and value they attribute to this in tangible asset. Amanda Hay and Myra Hodgkuism in their paper Rethinking leadership :-A way forward for teaching leadership? Paper explores the idea of thinking leadership as a process and something which can be taught to another person. Paper tells us that even though lot of data and theories available but still the concept of leadership is confusing .At last it tells us that rather than adopting mainstream system-control thinking its better if we use process relational thinking.

6. Conceptual Framework/Model

7. Explanation of Model
This model explains the idea of knowledge generativity. The diagram tells that both leadership and tacit knowledge can be transferred to one another. As the employees grow old and become senior leaders they can transfer their experience and knowledge to the younger employees which in turn can later on helps the organisation to grow and enjoy the experience and knowledge of those senior leaders who has left the organisation. The diagram shows the relationship between the tacit knowledge and leadership, both can be taught and can transferred. Leadership should be viewed as a process and not as the leader as person and then only the leadership can be transferred. Same way knowledge capture can be used to generate knowledge depositary which can later on be used by younger manager. The role of knowledge developer is increasing as they converts human know-how (expertise) into machine-ready sayhow by using an iterative process of articulation, a series of refinement cycles, or rapid prototyping, in which the computers performance is compared to that of the human expert. Organisation must focus on improving the knowledge capturing process which can be done when; organisation looks beyond the facts, focus on how experts approach a problem, etc. there different ways available through which an organisation can capture the available tacit knowledge like; expert evaluation ,developing the relation with experts , interviewing as a tacit knowledge capture tool, etc. In large organisation it always possible that knowledge capturing will always take place using multiple experts, which has its own drawback like; Disagreements often occur among experts, Confidentiality issues, Scheduling difficulties, etc. But whatever may be the case multiple expert knowledge capturing technique is always advisable as this gives more insight to organisation then single experts knowledge capturing technique. Just like tacit knowledge, leadership can be also transferred , model suggest that rather than adopting

mainstream system control thinking its better if employees and manager should adopt processrelational thinking. System control thinking has its own issues like; it fixes the organisation goal, promotion of leaders as superhero, isolated leader, the separation of leadership and management. All these issues in todays environment asked process-relational thinking to play a major role as this suggest that leader should empower , value ,support , shape , rather than being a role model and inspiring the follower.

8. Conclusion 9. Bibliography
OK Report (2008), Oklahoma State of the Workforce Annual Report 2008, Oklahoma Employment Security Commission, Oklahoma City, OK.