Part I. Why Should You Care about Knowledge Leadership?
Chapter 1: The Knowledge Leadership Challenge
Chapter 2: The Emerging Era of the Knowledge Leader
Part II: Becoming a Knowledge Leader
Chapter 3: Discovering Your Knowledge Leadership Style
Chapter 4: Learning from Commissar and Yogi Leaders
Chapter 5: Stepping Back to Envision New Possibilities
Chapter 6: Studying Knowledge Leadership Behavior:
Lessons from Cross-Cultural Research
Part III: Putting Knowledge into Action
Chapter 7 Aligning Knowledge with Business Strategies
Chapter 8 Understanding the Role of Knowledge in Organizations
Part IV: Developing Pragmatic Knowledge
Chapter 9: Putting Action into Knowledge
Chapter 10 Learning to Make Knowledge Pragmatic
Chapter 11 Leading Knowledge Processing
Part V: Leading FAST Knowledge-Based Organizations (KBOs)
Chapter 12 Developing FAST KBOs
Chapter 13 Learning from Experience: A Case of Mistaken Identity
Chapter 14: Balancing Knowledge and Management Systems Chapter 15 Constructing Effective Knowledge Infrastructures Part VI: Putting it all Together Chapter 16 Using 5-Point Dynamic Mapping to Lead FAST KBOs Appendices: Appendix A: Development and Use of the Knowledge Bias Profile Appendix B: Essentials of Creating Pragmatic Knowledge Appendix C: 5-Point Dynamic Career Mapping for Talent Retention and Development
In Knowledge Leadership, Cavaleri and Seivert describe the dawning of a new era in which individuals are “leading” rather than “managing” knowledge. In the past, many knowledge-based initiatives have failed because leaders underestimated the powerful link between knowledge and performance improvement – and also because they mistakenly thought that “information” was the same as knowledge. Cavaleri and Seivert claim that, while information is a necessary precursor to knowledge, it is not sufficient in itself for improving business performance.
The authors describe notable organizations that use the pragmatic knowledge strategies they describe to gain competitive advantage. Pragmatic knowledge is the result of individuals’ developing a deeper understanding of how (and why) things work best in practice. The process of creating pragmatic knowledge transforms key lessons from systems thinking, total quality management, and organization learning into a powerful new business strategy.
To help readers apply the concepts and tools in this book, Cavaleri and Seivert draw on case examples and a decade of original cross-cultural research about knowledge leadership. They also invite readers to use The Knowledge Bias Profile to discover their knowledge leadership style. The book systematically outlines a user-friendly strategy for becoming a knowledge leader and for building high-performing, knowledge-based organizations.
- Applies well-respected theories of the learning organization and the knowledge-creating company to improving corporate leadership in the knowledge economy
- Based on research with hundreds of managers in the US and Asia
- Provides a simple framework for improving leader's knowledge gained from experience
Executives and middle managers charged with improving efficiency, increasing revenue, spearheading change, within organizations, knowledge management experts and practitioners, management consultants, and academics and students studying organizational change, change management, leadership and motivation
- No. of pages:
- © Butterworth-Heinemann 2005
- 16th May 2005
- Paperback ISBN:
From Harvard Business School’s book review (August 8, 2005 edition of Working Knowledge) Knowledge management is a tad passé if all we imagine is managing the brainpower of our colleagues. More important these days, according to this book, is for individuals to actually lead the creation of knowledge in their organizations in a systematic and pragmatic way: That's how innovation and competitive advantage take hold. This serious book offers a comprehensive framework in that direction, helping you first to evaluate your own "knowledge leadership" style and then see the big picture within the company. In a non-gimmicky way, the authors-specialists in learning organizations and management-serve up the Yogi and Commissar figures once described by Arthur Koestler, the late novelist, philosopher, and political activist. As used here, the Yogi is someone who challenges others to question their assumptions and beliefs in order to forge a new path for learning. Commissar leaders prefer to focus on action and changing the outward behavior of others. "The message for knowledge leaders from Arthur Koestler's book, The Yogi and the Commissar, is that any rigidly held worldview, although seductive on the surface, is inherently limited and likely to cause leaders their own demise. Although it is no small task, becoming a knowledge leader requires you to become aware of-then reduce the dysfunctional effects of-your own worldview and perpetual blocks," they write. The book is divided into six parts: Why Should You Care About Knowledge?; Becoming a Knowledge Leader; Putting Knowledge into Action; Developing Pragmatic Knowledge; Leading Fast Knowledge-Based Organizations; and Putting it All Together. Plenty of examples, illustrations, and executive summaries help to clarify what can be a difficult and unwieldy challenge for a fast-paced company. <
Professor of Management, Central Connecticut State University; Editor of the journal, The Learning Organization
Sharon Seivert is President of The Coreporation in Cambridge, Massachusetts. She has been CEO of Central Minnesota Group Health Plan, VP of a non-profit think tank, and an executive coach. Sharon is also an accomplished musician.
President of The Coreporation in Cambridge, MA, USA; www.thecoreporation.com