A Study of the Relationship Between Teachers’ Perception Towards Director’s Transformational Leadership Style and Knowledge Management at the New Zealand College of Higher Education

Authors

  • Qian Cai Assumption University
  • Watana Vinitwatanakhun

Keywords:

Transformational Leadership Style, Knowledge Management,

Abstract

The purpose of this study was to examine the relationship between the teachers’ perception of the director’s transformational leadership style and knowledge management at the New Zealand College of Higher Education. This study had three objectives, which were: (1) to identify the teachers’ perception towards director’s transformational leadership style at the New Zealand College of Higher Education (2) to identify the teachers’ perception towards knowledge management at the New Zealand College of Higher Education, and (3) to determine the relationship between teachers’ perception towards director’s transformational leadership style and knowledge management at the New Zealand College of Higher Education. The study included 96 participants, and they were all teachers at the New Zealand College of Higher Education during the academic year of 2020. The researcher conducted a quantitative study to measure the research objectives and to test the research hypothesis. Then researcher used a statistical software program to analyze the collected data. Finally, this study found a significant relationship between the teachers’ perception of the director’s transformational leadership style and knowledge management at the New Zealand College of Higher Education.

References

Avolio, B. J. & Bass, B. M. & Jung, D, I, (1999). Re-examining the components of transformational and transactional leadership using the Multi-factor Leadership Questionnaire. Journal of Occupational and Organizational Psychology, 72-4,411-462.

Arthur Andersen (1997). The Knowledge Management Tool. Developed jointly by Arthur Andersen & The American Productivity and Quality Center. Chicago, Arthur Andersen,1997:14.

Bass, B. M. & Avolio, B. J. (1993). Transformational leadership and organizational culture. Public Administration Quarterly, Vol.17(1). 112- 121.

Baskerville, R. & Dulipovici, A (2006). Theoretical Foundations of Knowledge Management.

Bass & Avolio. (2004). The Multifactor Leadership Questionnaire (MLQ).

Bass, B. M. & Avolio, B. J. (1990). The implications of transactional and transformational leadership for individual, team, and organizational development. Research in Organizational Change and Development,p. 231-272.

Beckman, T. (1999). “The current state of knowledge management," in Liebowitz, J.(Eds), Knowledge Management Handbook, Beckman, FL: CRC Press.

Bryant, S.E. (2003). The role of transformational and transactional leadership in creating, sharing, and exploiting organizational knowledge. Journal of Leadership and Organizational Studies, (4), p. 32-44.

Burns, J. M. (1978). Leadership. New York, NY: Harper & Row.

Davenport, T. H., and Prusak, L. (1998) Working Knowledge: How Organizations Manage What They Know. Harvard Business School Press, Boston, 16-78.

Drucker, P. F. (1999). Knowledge Worker Productivity: The Biggest Challenge. California Management Review, 41(2), p.19-94.

Kantner, J. (1999). “Knowledge management, practically speaking," Information Systems Management, 16(4), p. 7-15.

Koch et al. (2002). Open Source Solutions for Knowledge Management and Technological Ecosystems.

Lynch, M. (2016). 6 reasons why you should become a transformational leader. From: https://www.theedadvocate.org/6-reasons-why-you-should-become-a-transformational-leader/

Mecle, T. F., & McCabe, G. B. (1998). Leadership and Academic Librarians Westport, CT: Greenwood Press.

Masood, S. A., Dani, S.S., Burns, N.D., Backhouse, CJ (2006). Transformational leadership and organizational culture: The situational strength perspective. Journal of Engineering Manufacture, vol. 220, Part B.

Muralidharan, E. & Pthank, S. (2018). Sustainability, Transformational Leadership, and Social. Entrepreneurship. Retrieved from: https://www.mdpi.com/2071-1050/10/2/567/pdf

Nonaka. (1991). Knowledge Management Systems: Information and Communication. Harvard Business Review, 96-104.

Nonaka & Takeuchi. (1995). The Knowledge-creating Company: How Japanese companies create the dynamics of innovation. NY: Oxford University Press.

NZCHE (2020). Teachers’ perceptions towards director’s transformational leadership style and knowledge management.

Polanyi, M. (1966). The Tacit Dimension. London: Routledge & Kegan Paul.

Rast, D. (2018). Leadership and social transformation. Retrieved from: https://spssi.onlinelibrary.wiley.com/doi/pdf/10.1111/josi.12253

Singh, K. D., and Fawcett, I. P. (2008). Transient and linearly graded deactivation of the human default-mode network by a visual detection task.

Todd, R, (1999). “Knowledge management 1: background and key concepts”, Scan, 18(1), p.42-6.

Viitala, R. (2004). Towards knowledge leadership. Leadership and Organizational Development Journal, 25(6), 528–544.

Downloads

Published

2021-10-18

How to Cite

Cai, Q., & Vinitwatanakhun, W. (2021). A Study of the Relationship Between Teachers’ Perception Towards Director’s Transformational Leadership Style and Knowledge Management at the New Zealand College of Higher Education. Scholar: Human Sciences, 13(2), 1. Retrieved from http://www.assumptionjournal.au.edu/index.php/Scholar/article/view/4686