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

Herman HM Tse and Rebecca J Mitchell

Journal of Management & Organization, 2010, vol. 16, issue 1, 83-99

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.

Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:cup:jomorg:v:16:y:2010:i:01:p:83-99_00

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