Journals Proceedings

Abstract

The challenge facing knowledge management professionals is how to leverage knowledge for improving organisational performance. The purpose of this paper is to investigate the relationship as well as the impact of leadership styles on knowledge management (KM) practices. It is imperative for employees to engage in knowledge sharing among themselves, considering its potential impact on enhancing the effectiveness of organisations. In relation to KM, the Kouzes and Posner model of leadership is useful in identifying how to get others to want to do things that matter, namely KM implementation. Since leadership is perceived to be ‗a process between those who choose to lead and those who choose to follow‘, this paper will explore how reciprocal processes occur in the knowledge sharing context. This study will aim to identify the influence of personal orientation coupled with leadership traits that would create intention towards using KM in employees, thus providing a guideline for leadership practices in KM implementation.