IntroductionLeadership in organizations dominated by knowledge workers requires a very special level of skill and self-awareness on the part of the leaders. Knowledge workers are highly educated, highly skilled employee group. They can think for themselves, have a sense of pride in making their own decisions, choose between complex options, and achieve high-level goals. The traditional role of managers as key decision-makers and policy initiators is almost suicidal for the company and for a manager. Knowledge workers have options. They can easily move to competing companies unless they are led in a way that generates a feeling of respect for their special abilities and recognition for their contributions and potential. They often take company intellectual property with them. (Re: e-book: Module 11)Leaders build a compelling, shared vision of the future. They ensure a deep understanding of the purpose of the organization, a clear set of values that are embedded in behavior (particularly of the leaders), and an emphasis on results as seen by customers.
Leadership behavior and practice can influence the organizational culture and performance: a) System of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members. b) A pattern of shared basic assumptions a group learns as it solves problem of external adaptation and internal integration. c) The basic assumptions that work well enough to be considered valid, and therefore, information new members need to perceive think, and feel in relation to problems. d) Establishing the organizational foundations of high performance.
A mini research was done via interviews on China managers. I can get a good leadership behaviors and practice is emotional maturity, self-confidence, integrity, perseverance, intelligence, task relevance knowledge and flexibility. Western researchers' perspectives on good leadership behaviors are energy and adjustment or stress tolerance, pro-social power motivation, achievement orientation,