The knowledge leader

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The knowledge leader
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Contents
Introduction ............................................................................................................... 33
Objectives .................................................................................................................. 33
Suggested study schedule .......................................................................................... 34
Readings .................................................................................................................... 34
The contribution of disciplines to knowledge leadership .......................................... 34
Librarianship .............................................................................................................. 35
Information technology ............................................................................................. 35
Human resources management .................................................................................. 35
Business management ............................................................................................... 35
The generic attributes of the knowledge leader ......................................................... 36
Specific knowledge leadership roles ......................................................................... 37
Leading knowledge teams ......................................................................................... 37
Leading a knowledge network ................................................................................... 39
Recruiting and selecting knowledge leaders ............................................................. 39
Conclusion ............................................................................................................... 310
References ............................................................................................................... 310

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Introduction
Knowledge leaders provide the vision, energy and enthusiasm to translate an
organisations knowledge concepts into reality. Knowledge leadership characteristics
are distributed across many people within an organisation, therefore the concept of
distributed leadership is explored throughout this module.
Figure 31 was first presented in Module 1, and is shown again here as the concepts
of knowledge leadership are discussed. This module covers these concepts and others
through a detailed investigation of knowledge leadership.

Figure 31: Knowledge leadership
(Source: Adapted from text in Debowski 2006, pp. 2023)
Objectives
On completion of this module students should be able to:
describe ways that key disciplines can help knowledge leadership
identify and describe the generic attributes of knowledge leaders
describe the specific leadership roles the knowledge leader, core leaders, and
knowledge workers may take
identify leadership stategies which support knowledge teams
outline the way knowledge networks can be supported
identify issues to consider when selecting and recruiting knowledge leaders.
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Suggested study schedule
Suggested study time Study Guide
Readings
Activities
1 hours
5 hours
2 hours
Total 7 hours
Readings
Source
Textbook Debowski 2006
Ch. 3, pp. 5781
The contribution of disciplines to knowledge
leadership
Textbook Debowski 2006
Ch. 3, pp. 5862
This section highlights some of the major contributions from other disciplines that
have fed into the knowledge management and knowledge leader fields. The
disciplines highlighted in the textbook are those of librarianship, information
technology, human resource management, and business management. Knowledge
leaders need some understanding of the knowledge that is drawn from these other
disciplines. These disciplines that have contributed to knowledge leadership also
provide a supportive role in many organisations as shown in Figure 32.

Figure 32: Knowledge infrastructure support roles
(Source: Adapted from text in Debowski 2006, pp. 2023)

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Librarianship
The contribution of librarianship to knowledge management has been significant,
particularly in three main areas:
1. systems management
o the design and development of knowledge systems draw heavily on
librarianships experience in managing databases and resources.
2. end-user support
o understanding the needs of the users relating to information seeking.
3. collection management
o understanding the coordination and relevance of resources to support users
current and future information requirements (Debowski 2006, pp. 5960).
Information technology
The contributions of information technology to knowledge management include:
how to digitise, capture, retrieve and distribute knowledge using technology
knowledge systems
other system related issues (Debowski 2006, p. 60).
Human resources management
There is growing recognition that knowledge management relies on social capital and
the establishment of an effective cultural context. Human resources management
contributes to knowledge management in the following ways:
supports knowledge users by developing:
o a sharing and adaptive culture
o effective management structures and
o culture of continuous improvement (Debowski 2006, pp. 6061).
Business management
Business management principles have also influenced our understanding of
knowledge leadership:
basic good business practice should shape the actions and processes of knowledge
leaders (Debowski 2006, p. 61).
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The generic attributes of the knowledge
leader
Textbook Debowski 2006
Ch. 3, pp. 6268
Knowledge leadership needs to be evident throughout the organisation and should
operate at a range of levels. This section highlights some essential contributions
knowledge leaders make that rely on an understanding of systems, processes and
people; these include:
Strategic visionary: the process of providing the direction and inspiration
necessary to create, provide direction to, or sustain an organisation (Debowski
2006, p. 62).
Motivator: knowledge leadership is based on relationship building and the
encouragement of others to take on leadership roles.
Communicator: knowledge leaders help to build formal and informal
communication links across the organisation. These communication channels
help knowledge leaders review progress, identify potential misunderstandings,
and share good practice.
Change agent: knowledge leaders have two important roles as change agents:
collaborator and catalyst. Engagement in collaborative activities with members of
the organisation creates stronger links to the knowledge agenda, as well as
building trust and a sharing culture. Similarly, knowledge leaders interaction
with employees can help stimulate cooperation in the change process.
Coach, mentor and model: knowledge leaders can help others gain knowledge
skills and competencies. The knowledge leader aims to provide a positive and
constructive environment in which others may learn and experiment with new
processes.
Learning facilitator: knowledge leaders facilitate the learning of others.
Acceptance of errors and mistakes while learning is important, as is the
encouragement of learning opportunities and sharing ones own learning.
o Storytelling is a useful mechanism for sharing learning.
Knowledge executor: knowledge leaders ensure that knowledge visions are
translated into real outcomes.
Activity 31
What should be included in a strategic vision that supports knowledge management?
The knowledge leader
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Specific knowledge leadership roles
Textbook Debowski 2006
Ch. 3, pp. 6771
Knowledge leadership can strongly influence the way knowledge is percieved in the
organisation. There are three key types of knowledge leader:
The strategic knowledge leader may operate across many different levels of the
organisation, and fulfil a range of roles including:
o playing a major role in building a collaborative knowledge culture
o building the knowledge management system
o framing the knowledge policy and/or
o developing effective knowledge processes.
Core leaders are the hub of the knowledge management process in that they act
as gatekeepers to new processes and strategies. Thus, core leaders may act as
either advocates for or oppontents of knowledge management. Core leaders
should be involved in planning for any knowledge process and their feedback
should be valued and considered.
Team leaders are a special type of knowledge leader, and are dealt with in detail
in the following section.
Activity 32
What organisational influences affect the role of strategic knowledge leadership?
Leading knowledge teams
Textbook Debowski 2006
Ch. 3, pp. 7174
Knowledge workers need to communicate, share and work closely with others,
tapping different areas of intellectual capital. Each knowledge worker needs to
develop some leadership capabilities in order to provide opportunities for others to
draw on their expertise, share their knowledge, and provide collaborative
opportunities in the work environment. Knowledge workers very rarely operate in
isolation; knowledge teams are integral to the work setting.
Leaders of new teams need to draw the different loyalties into a common focus,
explain the outcomes to be achieved, and build accountability into the team
(Debowski 2006, p. 71). Strategies used by team leaders vary during the different
phases a team moves through. (See Figure33.)
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Figure 33: Strategies used by team leaders at different times during the team
evolution
(Source: Developed from Debowski 2006, pp. 7172)
As they mature, teams may evolve into self-managed knowledge teams. Generally,
members of these teams share the leadership depending on the particular task at hand.
A range of collaborative principles needs to frame the teams operations:
Establishment of basic rules which help to identify the focus and values of the
group.
Certain phases will require divergence and other times convergence will be
necessary.
o Divergence: creativity, innovation, and expansion of ideas
o Convergence: processes need to be carried out and completed.
Training required in problem-solving and project management.
Identification of key outcomes and being pragmatic about what can be achieved.
Distribution of information among members and nurturing less experienced
members.
Individual personal responsibility of each member of their own performance.
Knowledge workers increasingly rely on electronic collaboration to work on core
knowledge projects. Collaborators separated by time and distance may rely on
systems such asteleconferencing, electronic brainstorming, group display screens,
discussion threads and net meetings. Virtual knowledge teams are formed when
there are physical boundaries which must be overcome.
New Team
A
s

t
e
a
m

e
v
o
l
v
e
s

Requires a confident and
authoritative team leader who
provides vision, reassurance and
positive feedback
Leadership influence reduces
with more delegation to team
members, still operate to
promote open discussion and
resolve any conflicts or disputes.
Team awareness becomes an
important indicator of maturity,
enabling members to share concerns
about processes and discuss areas
which need investigating.
The knowledge leader
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There are eight critical factors that make virtual teams effective:
1. Technology
2. Human resource policies
3. Leadership
4. Member training and development
5. Team and organisational processes
6. Underlying organisational culture
7. Leadership and
8. Leader and team member capabilities (Debowski 2006).
Strong leadership is required to maintain virtual team cohesion. Frequent
communication and connection to establish an effective telepresence is necessary to
retain group identity. Team members need to be trained in team-building strategies to
ensure they contribute to relationship-maintenance processes.
Leading a knowledge network
Textbook Debowski 2006
Ch. 3, p. 74
Knowledge communities do not operate as isolated silos. They build extensive
knowledge networks which move beyond the organisational boundaries.
Bonuses of knowledge networks to organisations:
Strengthen capabilities and expertise
Build additional knowledge capabilities
Connect additional contributors to the Web.
The transient nature of knowledge networks requires different skills and strategies.
The leadership responsibilities of the team will shift as the groups needs shift.
Network leaders strive to create feelings of confidence and faith in the goodwill of
network members.
Recruiting and selecting knowledge leaders
Textbook Debowski 2006
Ch. 3, pp. 7475
In a knowledge management focused workplace, employees move from being
specialist single focused contributors towards being collaborative learning
contributors. Knowledge workers operate from a number of important principles:
Operate as a team member
Interact constructively and productively across networks, and
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Share knowledge.
Knowledge workers contribute in the following ways:
Communicate effectively in a range of interpersonal contexts
Make strategic contributions
Share stories
Capture and encapsulate organisational memory
Contribute to effective knowledge meetings and collaboration
Build knowledge communities.
Conclusion
This chapter highlights how knowledge leadership is essential to knowledge
management. A range of generic leadership attributes can be found in effective
knowledge leaders. Specific roles may be allocated to support knowledge
management. Knowledge teams require different forms of leadership depending on
their stage of development.
Now that you have completed this module, turn back to the objectives at the
beginning of the module. Have you achieved these objectives?
For review complete the following discussion questions.
Question 33
Read the list of key terms (p. 76) and make sure that you understand these terms.
Question 34
Complete discussion questions 3.5 and 3.6.
References
Debowski, S 2006, Knowledge management, John Wiley & Sons Australia Ltd.