The impact of leadership, management and power in an international knowledge-intensive organization

The impact of leadership, management and power in an international knowledge-intensive organization

The shift to knowledge economies and the boom of knowledge-intensive organizations with their expert employees pose new challenges for leadership and management of development work. What is the appropriate amount and form of managerial control that is needed in knowledge-intensive development work?...

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Main Authors: Senni Kirjavainen, Tua A. Björklund, Meri-Maaria Eloranta, Miko Laakso
Format: Article
Language:English
Published: Fundação Getulio Vargas, Escola Brasileira de Administração Pública e de Empresas
Series:Cadernos EBAPE.BR
Subjects:
power
control
innovation
management
responsibility
leadership
Online Access:http://www.scielo.br/scielo.php?script=sci_arttext&pid=S1679-39512010000200010&lng=en&tlng=en
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spelling doaj-2a225d546c9449108d140d56c269cae82020-11-24T23:31:48ZengFundação Getulio Vargas, Escola Brasileira de Administração Pública e de EmpresasCadernos EBAPE.BR 1679-39518233935210.1590/S1679-39512010000200010S1679-39512010000200010The impact of leadership, management and power in an international knowledge-intensive organizationSenni Kirjavainen0Tua A. Björklund1Meri-Maaria Eloranta2Miko Laakso3University Design FactoryUniversity Design FactoryUniversity Design FactoryUniversity School of Science and TechnologyThe shift to knowledge economies and the boom of knowledge-intensive organizations with their expert employees pose new challenges for leadership and management of development work. What is the appropriate amount and form of managerial control that is needed in knowledge-intensive development work? This paper focuses on illuminating the kind of leadership and management efforts that either support or hinder advancing development projects. The results highlight the paradoxical role of power and control, and reveal that employees need freedom and yet strong guidance and managerial commitment to develop work in order to stay motivated. Implications for leading knowledge-intensive development are discussed.http://www.scielo.br/scielo.php?script=sci_arttext&pid=S1679-39512010000200010&lng=en&tlng=enpowercontrolinnovationmanagementresponsibilityleadership
collection DOAJ
language English
format Article
sources DOAJ
author Senni Kirjavainen
Tua A. Björklund
Meri-Maaria Eloranta
Miko Laakso
spellingShingle Senni Kirjavainen
Tua A. Björklund
Meri-Maaria Eloranta
Miko Laakso
The impact of leadership, management and power in an international knowledge-intensive organization
Cadernos EBAPE.BR
power
control
innovation
management
responsibility
leadership
author_facet Senni Kirjavainen
Tua A. Björklund
Meri-Maaria Eloranta
Miko Laakso
author_sort Senni Kirjavainen
title The impact of leadership, management and power in an international knowledge-intensive organization
title_short The impact of leadership, management and power in an international knowledge-intensive organization
title_full The impact of leadership, management and power in an international knowledge-intensive organization
title_fullStr The impact of leadership, management and power in an international knowledge-intensive organization
title_full_unstemmed The impact of leadership, management and power in an international knowledge-intensive organization
title_sort impact of leadership, management and power in an international knowledge-intensive organization
publisher Fundação Getulio Vargas, Escola Brasileira de Administração Pública e de Empresas
series Cadernos EBAPE.BR
issn 1679-3951
description The shift to knowledge economies and the boom of knowledge-intensive organizations with their expert employees pose new challenges for leadership and management of development work. What is the appropriate amount and form of managerial control that is needed in knowledge-intensive development work? This paper focuses on illuminating the kind of leadership and management efforts that either support or hinder advancing development projects. The results highlight the paradoxical role of power and control, and reveal that employees need freedom and yet strong guidance and managerial commitment to develop work in order to stay motivated. Implications for leading knowledge-intensive development are discussed.
topic power
control
innovation
management
responsibility
leadership
url http://www.scielo.br/scielo.php?script=sci_arttext&pid=S1679-39512010000200010&lng=en&tlng=en
work_keys_str_mv AT sennikirjavainen theimpactofleadershipmanagementandpowerinaninternationalknowledgeintensiveorganization
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AT tuaabjorklund impactofleadershipmanagementandpowerinaninternationalknowledgeintensiveorganization
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