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  • 1
    Electronic Resource
    Electronic Resource
    The influence of managerial power and credibility on knowledge acquisition attributes (2005)
    Bingley : Emerald
    Leadership & organization development journal 26 (2005), S. 197-214 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - This paper examines the relationship between credibility, the dimensions of power and a number of knowledge acquisition attributes. Design/methodology/approach - The study involves a questionnaire-based survey of employees from a number of organisations operating in the United Arab Emirates (UAE). A total of 130 useable questionnaires were received from employees who are engaged in self-managing activities from seven companies. These were subjected to a series of correlational and regression analyses. Findings - There are three major findings in this research. First, the relationship between expert power and the knowledge acquisition attributes of personal traits, control and negotiation is positive and significant. Second, the constructs of coercive and referent power are likely to have a negative influence on employees' knowledge acquisition and knowledge sharing. Finally, the findings have clearly shown that the management dimension of credibility has a positive and significant impact on the knowledge acquisition attributes of control and negotiation. Practical implications - The study shows that the real challenge for organisations in the UAE is to provide a working environment that encourages and fosters expert power and credibility and, by extension knowledge acquisition and knowledge sharing. Originality/value - There is a paucity of research in this area and this paper makes a contribution towards filling this gap.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730510591752
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  • 2
    Electronic Resource
    Electronic Resource
    The relationship of various leadership styles to knowledge management (2001)
    Bingley : Emerald
    Leadership & organization development journal 22 (2001), S. 354-364 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Behavioural and interpersonal skills most often cited as essential for successful knowledge management (acquisition). Unfortunately, little is known about the roles played by leadership in the process of knowledge acquisition. A survey of 227 persons who are, or have been engaged in knowledge acquisition activities was undertaken to investigate the relationship between different leadership style dimensions and a number of knowledge acquisition attributes. Results indicate that the leadership styles that involve human interaction and encourage participative decision-making processes are positively related to the skills and traits that are essential for knowledge management.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730110410071
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  • 3
    Electronic Resource
    Electronic Resource
    QFD: the role of various leadership styles (2003)
    Bingley : Emerald
    Leadership & organization development journal 24 (2003), S. 181-192 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Quality function deployment (QFD) methodologies, as opposed to traditional quality approaches, are most often cited as essential for advancing the competitive advantage of an organisation. Unfortunately, little is known about the roles played by leadership in the process of QFD in the Arab world. A survey of 104 middle level managers from a wide variety of United Arab Emirates' industries who are engaged in quality management programs was undertaken to investigate the relationship between different leadership style dimensions and a number of QFD methodologies. Results indicate that the leadership styles that involve human interaction and encourage participative decision making are supportive of open and collaborative QFD methodologies.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730310478057
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  • 4
    Electronic Resource
    Electronic Resource
    Transformational and transactional leadership enabling (disabling) knowledge acquisition of self-managed teams: the consequences for performance (2002)
    Bingley : Emerald
    Leadership & organization development journal 23 (2002), S. 186-197 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Knowledge has been identified as one of the most important resources that contribute to the competitive advantage of an organisation. The problems associated with poor leadership and interpersonal skills manifest themselves in the loss of organisational knowledge and the expensive duplication of knowledge creation and acquisition, rising costs and reduced performance. Although behavioural and interpersonal skills are most often cited as essential for successful knowledge acquisition, little is known about the role played by "transformational and transactional" leadership in the process of knowledge acquisition and the consequences for organisational performance. A survey of 239 self-managing employees who are, or have been, engaged in knowledge acquisition activities was carried out to investigate the relationship between the components of leadership dimensions associated with Bass's model, a number of knowledge acquisition attributes and performance. Although results showed that some of the "transformational" leadership dimensions enable followers' knowledge acquisition, "transformational" leadership is not a pre-existing condition for achieving desirable performance of self-managing teams.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730210429052
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  • 5
    Electronic Resource
    Electronic Resource
    QFD, organisational creativity and productivity (2005)
    Bingley : Emerald
    International journal of quality & reliability management 22 (2005), S. 59-71 
    Details
    ISSN: 0265-671X
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - This paper examines the relationship between organisational creativity, productivity and the underlying dimensions that foster quality function deployment (QFD). Methodology - A total of 359 usable questionnaires were received from employees who are engaged in quality management programmes from nine companies in the United Arab Emirates (UAE). These were subjected to a series of correlational and regression analyses. Findings - There are three major findings in this research. First, the relationship between the QFD variables and organisational creativity is positive and significant. Second, the relationship between the QFD variables and productivity is stronger compared with the relationship between the QFD variables and organisational creativity. Practical implications - Finally, the study suggests that top management commitment, worker-supervisor collaboration in QFD efforts, internal processes and strategies for QFD, the effectiveness of use of information and data to support QFD actions, and building relationships with customers, are essential in creating an organisational climate conducive to QFD implementation. The study shows that the real challenge for organisations in the UAE is to create a working environment that facilitates the process of QFD.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02656710510572995
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  • 6
    Electronic Resource
    Electronic Resource
    Dispersed leadership predictor of the work environment for creativity and productivity (2005)
    Bingley : Emerald
    European journal of innovation management 8 (2005), S. 182-204 
    Details
    ISSN: 1460-1060
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - This paper examines the relationship between the dimensions of dispersed - self-management - leadership and a number of work environment dimensions conducive to creativity and productivity. Design/methodology/approach - The study involves a questionnaire-based survey of employees from a high technology organisation operating in the United Arab Emirates (UAE). A total of 104 useable questionnaires were received from employees who are engaged in self-managing activities. These were subjected to a series of correlational and regression analyses. Findings - There are three major findings in this research. First, the relationship between dispersed leadership and the "stimulant" dimensions of the work environment for creativity is positive and significant. Second, the relationship between dispersed leadership, with the exception of encouraging self-reinforcement, and the "obstacle" dimensions of the work environment for creativity is negative and significant. Finally, the findings have clearly shown that the "stimulant" dimensions of the work environment for creativity have a positive and significant impact on both creativity and productivity. Practical implications - The study shows that the role of the leader is to be the provider of a context and situation for creativity and productivity. Thus, the art of leading creative organisations in the UAE is the art of handling people and the task of leadership in such organisations is to provide the people with the work - environmental - conditions under which they can exercise their creativity. Originality/value - The paper clarifies which of the dispersed leadership behaviours best predict the dimensions of the work environment conducive to creativity and productivity. The paper will assist organisations in the UAE in identifying those particular leader behaviours that appear to have an impact on creativity and productivity.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14601060510594693
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