leaders are knowledge creators. In
his work Leadership in a Culture
of Change, Michael Fullan writes that “if you remember one thing
about information, it is that it only becomes valuable in a social
context.” This suggests
that leaders have the responsibility to shape the context of their teams
in order to expand interpersonal learning and knowledge sharing.
According to Fullan, successful leaders must remove the barriers
so that team members can begin an open exchange of knowledge, skills,
means establishing guided conversations, creating best practice forums,
coaching, cross training, inducting new hires, facilitating open
meetings, and linking team members with resources and mentors.
leaders are also knowledge sharers.
Most team members share a robust desire to understand “why.”
When a change is introduced, the team leader needs to clearly explain why
it is happening. This
reduces grumbling and allows team members to reflect on the change.
Often when teams discuss the reasons “why” something is
happening, they contribute to problem solving, take hold of the change,
and refine procedures. For
example, when team members have an opportunity to discuss the need for
better employee training and mentoring, they are more likely to
assimilate new hires and bring them up to speed faster.