Abstract: Leadership is a subjective participation sport of perspectives and relationships. The more effectively you influence others to play with you, the greater your own success, and the more value you generate with, and for, others. Great leaders generate trust and act in an open and trustworthy manner. In doing so, they generate an
knowledge leader
“Leading” rather than “managing” knowledge
Abstract: In Knowledge Leadership, Cavaleri and Seivert describe the dawning of a new era in which individuals are “leading” rather than “managing” knowledge. In the past, many knowledge-based initiatives have failed because leaders underestimated the powerful link between knowledge and performance improvement – and also because they mistakenly thought that “information” was the same
Knowledge leader role and competencies
Abstract: According to Amidon (2000) modern leaders do not fear the speed of change; rather they embrace an agenda of learning. They know that effective management is not a matter of having the most knowledge; but knowing how to use it. It is not enough to know modern management concepts, but how they get implemented
Knowledge Leaders Council (KLC)*
The Knowledge Leaders Council (KLC), formerly the Knowledge Leaders Forum (KLF), and the Knowledge Leadership Forum (KLF),1) has offered the following Knowledge Management education and training
32,000 knowledge managers in the world!?
Abstract: There are maybe 32,000 knowledge managers in the world. Give or take. That figure is almost certainly wrong, but there are 32000 people on linked-in with the word “Knowledge” (or Conocimiento, or Connaissance, or Kennis, etc etc) in their current job title, in a selection of the larger countries.