ALTRUISTIC LEADERSHIP: THE POWER OF KNOWLEDGE CREATION

Maria Sarabia and José M. Sarabia
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Maria Sarabia: Department of Business Administration, University of Cantabria, Avda. de los Castros, s/n 39005 Santander-Cantabria, Spain
José M. Sarabia: Department of Economics, University of Cantabria, Avda. de los Castros, s/n 39005 Santander-Cantabria, Spain

Chapter 6 in Creating Collaborative Advantage Through Knowledge and Innovation, 2007, pp 89-102 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractKnowledge creation is presented as a strong change of power within an organization structure. A knowledge framework must be built in order to understand how leadership arises. Leadership is built upon a four-phase process of organizational knowledge creation (Nonaka & Takeuchi, 1995) as well as both an ontological (levels of knowledge) and an epistemological (tacit and explicit knowledge) dimension. Thus, two leaderships are identified: change and altruistic. This paper establishes a relationship between Herbert Simon's sociability concept and Nonaka and Takeuchi's socialization process in order to define an altruistic behavior in organizational leadership. Organization needs altruistic leaders in order to create a balanced firm once knowledge creation has been developed by the change leader. The need for altruistic leadership is the consequence of the power of knowledge creation.

Keywords: Collaboration Innovation; Knowledge Creation; Relationship; Social Networks; Knowledge Discovery; Knowledge Organization (search for similar items in EconPapers)
Date: 2007
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