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Student
Title
Supervisor
Faculty
Educational Programme
Final Grade
Year of Graduation
Mixail Kiryuxin
Transformational leadership as a factor affecting the knowledge sharing process in organisation.
Faculty of Management
Master’s programme
2014
Transformational leadership becomes more recognized among the leaders all over the world as the most effective way of interacting with subordinates because of the high degree of positive influence on followers and the results of their performance. This is proved by large-scale studies conducted by Western scholars on the companies and the armed forces of some countries. It is also assumed that the role of the leader in knowledge sharing is very high. Leadership is one of the factors, which positive impact on knowledge sharing is proved.

There are a theoretical description of these two phenomena, a diagram on which they are interrelated , and the description of the methodology of the study and analysis of the results obtained during the study in this paper.

Object of study were functional managers of Russian company and their staff units. Subject of study was leadership of the Russian company executives and it’s influence on the intensity of knowledge sharing.

Respondents in this study were employees of a major Russian news agency, working in dapartments, not related to the main activities of the company, the staff units which exist in any particular company. Questionnaires, provided by the respondents, are aimed at identify employees of certain qualities and ways to organize the workflow in their leaders inherent transformational leaders, identifying signs of active knowledge sharing and implementation of ongoing research objectives - identifying the link between transformational leadership and knowledge sharing.

This study provided a first sight into the problem posed. The study found that the leaders of the Russian company may be characteristic of transformational and transactional leadership styles. The question of what leadership style they consider preferable for this study can not be answered. For the following studies suggest that Russia's leaders prefer to combine elements of the two different styles of leadership in their leadership positions.

Signs of knowledge sharing have also been identified as a result of this study. To more accurately determine the strength of this phenomenon within the company and its positive impact on the results as it is necessary to conduct another study.

According to the results of the study it can be said that Russian companies have a situation in which transformational leadership does not have a large impact on the knowledge sharing, but the head with this style of leadership may encourage his followers to participate in knowledge sharing. Perhaps in the following studies should be given to the source of knowledge sharing in a single organization. Also the subject of this study should be a modern company at an earlier stage of the life cycle.

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