Open Access. Powered by Scholars. Published by Universities.®

Social and Behavioral Sciences Commons™

Open Access. Powered by Scholars. Published by Universities.®

Singapore Management University

Leadership Studies

2002

Articles 1 - 2 of 2

Full-Text Articles in Social and Behavioral Sciences

Trust In Leadership: Meta-Analytic Findings And Implications For Research And Practice, Kurt T. Dirks, Donald L. Ferrin Aug 2002

Trust In Leadership: Meta-Analytic Findings And Implications For Research And Practice, Kurt T. Dirks, Donald L. Ferrin

Research Collection Lee Kong Chian School Of Business

In this study, the authors examined the findings and implications of the research on trust in leadership that has been conducted during the past 4 decades. First, the study provides estimates of the primary relationships between trust in leadership and key outcomes, antecedents, and correlates (k = 106). Second, the study explores how specifying the construct with alternative leadership referents (direct leaders vs. organizational leadership) and definitions (types of trust) results in systematically different relationships between trust in leadership and outcomes and antecedents. Direct leaders (e.g., supervisors) appear to be a particularly important referent of trust. Last, a theoretical framework …

Go to article

Leadership Antecedents Of Informal Knowledge Acquisition And Dissemination, Siu Loon Hoe, Steve Mcshane Jul 2002

Leadership Antecedents Of Informal Knowledge Acquisition And Dissemination, Siu Loon Hoe, Steve Mcshane

Research Collection School Of Computing and Information Systems

Knowledge management is emerging as one of the leading influences on an organisation’s survival and competitive advantage (Blumentritt & Johnston 1999). Knowledge management is concerned with the effective acquisition, sharing, storage and utilisation of knowledge (Huber 1991; Saffady 1998). Corporate leaders are increasingly aware of the notion that an organisation’s long-term survival depends on its ability to generate new knowledge and continuously learn from the environment. The importance of a superior organisational learning capability as a source of competitive advantage is a common refrain among both managers and scholars (e.g. Kohli & Jaworski 1990; Nonaka 1991; Quinn 1992; Slater & …

Go to article