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Leadership Styles and Organizational Knowledge Management Activities: A Systematic Review

Gadjah Mada International Journal of Business (GamaIJB) · Vol. 22 No. 3 (2020) · pp. 250–275

DOI
10.22146/gamaijb.49903
ISSN
2338-7238, 1411-1128
Published
2020-12-07
Publisher
Master in Management, Faculty of Economics and Business, Universitas Gadjah Mada
Language
eng
License
creativecommons.org/licenses/by-sa/4.0

Abstract

Leaders play a critical role in the success or failure of their organizations. Leaders can be effective in implementing changes, building their organization's capabilities, and improving its performance, or the opposite, they could be ineffective. In this systematic review, the authors aim to summarize the findings of previous quantitative research, published between the period from 2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge management (KM) capabilities and activities. The authors reviewed 50 articles found in well-known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar, and others, concerning the impact of leadership when implementing KM in business organizations. The review revealed that transformational, transactional, knowledge-oriented leadership, top executives, and strategic leadership have evidence of their constant and positive effect on the KM process. The authors encourage organizations to use a combination of those styles to maximize the effect of leadership on KM. The authors also recommend conducting further studies on the effect of the remaining leadership styles, such as the ethical and servant leadership styles on KM and the other specific KM activities.

Keywords

Collaboration network of the authors

3 authors · 3 co-authorship links · 2 across different organisations

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  • Universiti Tenaga Nasional
  • Skyline University College
  • Different organisations
  • Same organisation
  • Affiliation unknown
  • Thicker line = more joint articles · bigger circle = more articles
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Affiliations come from OpenAlex; journal OAI-PMH metadata carries none. Authors without an OpenAlex ID are matched by name, which can merge or split people.

Metadata source: OAI-PMH (metadata jurnal) https://journal.ugm.ac.id/gamaijb/oai, first harvested 28 Okt 2026, last seen 28 Okt 2026.
Original metadata (oai_dc) 
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	<dc:title xml:lang="en-US">Leadership Styles and Organizational Knowledge Management Activities: A Systematic Review</dc:title>
	<dc:creator>Al Amiri, Nabeel</dc:creator>
	<dc:creator>Abdul Rahim, Rabiah Eladwiah</dc:creator>
	<dc:creator>Ahmed, Gouher</dc:creator>
	<dc:subject xml:lang="en-US">Organization; knowledge; Management</dc:subject>
	<dc:subject xml:lang="en-US">leadership, leadership styles, knowledge, knowledge management, organization</dc:subject>
	<dc:subject xml:lang="en-US">JEL Classification: M000, M100, M150</dc:subject>
	<dc:description xml:lang="en-US">Leaders play a critical role in the success or failure of their organizations. Leaders can be effective in implementing changes, building their organization's capabilities, and improving its performance, or the opposite, they could be ineffective. In this systematic review, the authors aim to summarize the findings of previous quantitative research, published between the period from 2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge management (KM) capabilities and activities. The authors reviewed 50 articles found in well-known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar, and others, concerning the impact of leadership when implementing KM in business organizations. The review revealed that transformational, transactional, knowledge-oriented leadership, top executives, and strategic leadership have evidence of their constant and positive effect on the KM process. The authors encourage organizations to use a combination of those styles to maximize the effect of leadership on KM. The authors also recommend conducting further studies on the effect of the remaining leadership styles, such as the ethical and servant leadership styles on KM and the other specific KM activities.  </dc:description>
	<dc:publisher xml:lang="en-US">Master in Management, Faculty of Economics and Business, Universitas Gadjah Mada</dc:publisher>
	<dc:contributor xml:lang="en-US">Nil</dc:contributor>
	<dc:date>2020-12-07</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
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	<dc:type xml:lang="en-US">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://journal.ugm.ac.id/gamaijb/article/view/49903</dc:identifier>
	<dc:identifier>10.22146/gamaijb.49903</dc:identifier>
	<dc:source xml:lang="en-US">Gadjah Mada International Journal of Business; Vol 22, No 3 (2020): September-December; 250-275</dc:source>
	<dc:source>2338-7238</dc:source>
	<dc:source>1411-1128</dc:source>
	<dc:language>eng</dc:language>
	<dc:relation>https://journal.ugm.ac.id/gamaijb/article/view/49903/30071</dc:relation>
	<dc:relation>https://journal.ugm.ac.id/gamaijb/article/downloadSuppFile/49903/9473</dc:relation>
	<dc:relation>https://journal.ugm.ac.id/gamaijb/article/downloadSuppFile/49903/9474</dc:relation>
	<dc:rights xml:lang="en-US">Copyright (c) 2020 Gadjah Mada International Journal of Business</dc:rights>
	<dc:rights xml:lang="en-US">http://creativecommons.org/licenses/by-sa/4.0</dc:rights>
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