The impact of leadership, management and power in an international knowledge-intensive organization
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© 2010 Cadernos EBAPE.BR. This is the post print version of the following article: Kirjavainen, Senni & Björklund, Tua A. & Eloranta, Meri-Maaria & Laakso, Miko. 2010. The impact of leadership, management and power in an international knowledge-intensive organization. Cadernos EBAPE.BR. Volume 8, issue 2. 339-352. ISSN 1679-3951 (electronic). DOI: 10.1590/S1679-39512010000200010, which has been published in final form at http://www.scielo.br/scielo.php?pid=S1679-39512010000200010&script=sci_arttext.
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A1 Alkuperäisartikkeli tieteellisessä aikakauslehdessä
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Date
2010
Department
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Mcode
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Language
en
Pages
339-352
Series
Cadernos EBAPE.BR, Volume 8, issue 2
Abstract
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.Description
Keywords
power, control, innovation, management, responsibility, leadership
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Citation
Kirjavainen, Senni & Björklund, Tua A. & Eloranta, Meri-Maaria & Laakso, Miko. 2010. The impact of leadership, management and power in an international knowledge-intensive organization. Cadernos EBAPE.BR. Volume 8, issue 2. 339-352. ISSN 1679-3951 (electronic). DOI: 10.1590/S1679-39512010000200010.