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Altruistic Leadership: The Power Of Knowledge Creation

In: Creating Collaborative Advantage Through Knowledge And Innovation

Author

Listed:
  • Maria Sarabia

    (Department of Business Administration, University of Cantabria, Avda. de los Castros, s/n 39005 Santander-Cantabria, Spain)

  • José M. Sarabia

    (Department of Economics, University of Cantabria, Avda. de los Castros, s/n 39005 Santander-Cantabria, Spain)

Abstract

Knowledge creation is presented as a strong change of power within an organization structure. A knowledge framework must be built in order to understand how leadership arises. Leadership is built upon a four-phase process of organizational knowledge creation (Nonaka & Takeuchi, 1995) as well as both an ontological (levels of knowledge) and an epistemological (tacit and explicit knowledge) dimension. Thus, two leaderships are identified: change and altruistic. This paper establishes a relationship between Herbert Simon's sociability concept and Nonaka and Takeuchi's socialization process in order to define an altruistic behavior in organizational leadership. Organization needs altruistic leaders in order to create a balanced firm once knowledge creation has been developed by the change leader. The need for altruistic leadership is the consequence of the power of knowledge creation.

Suggested Citation

  • Maria Sarabia & José M. Sarabia, 2007. "Altruistic Leadership: The Power Of Knowledge Creation," World Scientific Book Chapters, in: Suliman Hawamdeh (ed.), Creating Collaborative Advantage Through Knowledge And Innovation, chapter 6, pages 89-102, World Scientific Publishing Co. Pte. Ltd..
    • Handle: RePEc:wsi:wschap:9789812707482_0006
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