The effect of Managerial Power and Relational Trust on the Skills and Traits of Knowledge Acquisition: Evidence from the United Arab Emirates pp55-66
Many organisations have recognised that knowledge is the most important resource in today's economy. Although knowledge management is seen as central to process and product innovation and improvement, to executive decision making and to organisational adaptation and renewal, little is known on the effect of managerial power and relational trust on the traits and skills of knowledge acquisition. A survey of 140 first line managers was conducted to investigate the relationship between managerial power, relational trust and knowledge acquisition attributes. Results indicate that most, but not all, of the managerial power dimensions enable employees' knowledge acquisition. Moreover, the findings show that relational (interpersonal) trust had a negative effect on the skills and traits of knowledge acquisition. It was also found that the dimensions of managerial power provided statistically significant additional predictive power, after having statistically controlled for the predictive effects of interpersonal trust.
Keywords: Knowledge acquisition, managerial power, relational, interpersonal, trust, United Arab Emirates
Transformational and Transactional Leadership Predictors of the 'Stimulant' Determinants to Creativity in Organisational Work Environments pp23-34
This paper examines the relationship between the leadership dimensions associated with Bass's (1985) model, and the 'stimulant' and 'obstacle' determinants of the work environment for creativity. There are three major findings in this research. First, the relationship between transformational and transactional leadership and the 'stimulant' determinants of the work environment for creativity is significant and positive. Second, the 'obstacle' determinants of the work environment for creativity are negatively related with both transactional and transformational leadership. Finally, transformational leadership is more strongly correlated than transactional leadership with the 'stimulant' determinants of the work environment for creativity. Thus, transformational leadership is an increasingly important aspect in today's organisations in creating a corporate culture and the work environment that stimulates employees' creativity and innovation.
Keywords: creative work environment, innovation, knowledge management, organisational creativity, transformational and transactional leadership