PurposeThe purpose of this research report is to empirically explore the relationship between transformational leadership, organizational position, and knowledge management.Design/methodology/approachAdult subjects (n=1,046) were asked to complete a survey battery consisting of questions about their leadership abilities, organizational position, and knowledge management behaviors.FindingsKnowledge management behaviors were significantly predicted by transformational leadership accounting for 19.5 percent of the variance. Organizational position was a significant predictor of knowledge management and, with transformational leadership, accounted for 21.1 percent of the variance of knowledge management.Research limitations/implicationsFuture research needs to more clearly focus on the specific aspects of transformational leadership, position, and knowledge management in a variety of contexts, but the results of this study clearly support the basis for a relationship between these variables. Furthermore, future research should continue to clarify the causative details surrounding leadership and knowledge management such that more specific cause and effect relationships might be exposed.Practical implicationsTransformational leaders are better suited to handle even the most technical aspects of the modern workplace than are transactional or laissez‐faire leaders. Additionally, as individual leaders move up in an organization they are better suited to engage in knowledge management, at least partially, because they are more transformational in leadership style.Originality/valueThis paper reveals that the relationship between knowledge management and effective organizational management is not just theoretically sound, but, in fact, empirically proven. This report has applicability to any leader, or aspiring leader, in an organizational setting seeking to improve their abilities.

This paper reviews the literature of formal mentoring programs in organizational settings. Additionally, the components of mentoring, how it works, and how it can be implemented in an organization is addressed. Further this paper also proposes that formal mentoring is possible in organizations. Formal mentoring will be shown to be less effective than informal mentoring. Furthermore, it will be shown that formal organizational mentoring can be effective to meet the needs for all employees to have the opportunity to be mentored, to learn from the wisdom, experience and mistakes of others, and to increase the protégé's career opportunities.

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The violation of baryon number, B , is an essential ingredient for the preferential creation of matter over antimatter needed to account for the observed baryon asymmetry in the Universe. However, such a process has yet to be experimentally observed. The HIBEAM/NNBAR program is a proposed two-stage experiment at the European Spallation Source to search for baryon number violation. The program will include high-sensitivity searches for processes that violate baryon number by one or two units: free neutron–antineutron oscillation ( n → n ̄ ) via mixing, neutron–antineutron oscillation via regeneration from a sterile neutron state ( n → [ n ′ , n ̄ ′ ] → n ̄ ), and neutron disappearance (n → n′); the effective Δ B = 0 process of neutron regeneration ( n → [ n ′ , n ̄ ′ ] → n ) is also possible. The program can be used to discover and characterize mixing in the neutron, antineutron and sterile neutron sectors. The experiment addresses topical open questions such as the origins of baryogenesis and the nature of dark matter, and is sensitive to scales of new physics substantially in excess of those available at colliders. A goal of the program is to open a discovery window to neutron conversion probabilities (sensitivities) by up to three orders of magnitude compared with previous searches. The opportunity to make such a leap in sensitivity tests should not be squandered. The experiment pulls together a diverse international team of physicists from the particle (collider and low energy) and nuclear physics communities, while also including specialists in neutronics and magnetics.