Knowledge workers, servant leadership and the search for meaning in knowledge‐driven organizations

Abstract

PurposeThe purpose of this paper is to present a meaning‐based framework to understand the motivation of knowledge workers and an effective leadership model that suits that framework.Design/methodology/approachDefinitions of knowledge worker, meaning, complex adaptive systems and leadership are provided. The concept of meaning in work is explored through the constructs of work orientation and identity. Based on that, a global meaning framework for knowledge workers is outlined. Additionally, the servant leadership model is detailed and analyzed in light of the global meaning framework for knowledge workers and the need for complex adaptive behavior in successful knowledge‐based organizations.FindingsThe motivation of knowledge workers can be well understood from a meaning perspective, taking two constructs into account: work orientation and identity. The global meaning framework of knowledge workers is based on three main characteristics: work as a calling, need for a strong membership association with peers, and need for autonomy. Servant leadership is a model that fits well with those characteristics, potentially enabling the creation of a sense of meaning and purpose and consequently inducing the intrinsic motivation of knowledge workers. As a side‐effect, complex adaptive behavior will emerge, leading to both organizational and social performance.Originality/valueThe proposed model combines a meaning perspective with servant leadership theory to provide insight into the motivation of knowledge workers. This is posited in the context of complex adaptive behavior.

Liderança autêntica e a gestão do conhecimento

“…Leadership has, undoubtedly, an important role in the success of knowledge management process (Holsapple & Joshi, 2000;Plessis & Boon, 2004;Sun, 2010;Sousa, 2010;Nguyen & Mohamed, 2011), however, it seems to get less attention than the others (Sousa, 2010). In many cases, the lack of top leadership commitment may result in the failure of knowledge management practices.…”

“…It became the main asset of the global economy (Wong, 2005;Sousa, 2010) and, also, the great competitive advantage of organizations and countries (Zabot & Silva, 2002;Drucker, 1993;Lakshman, 2009). Despite its importance to the world economy (Drucker, 1993;OCDE, 1997), it is not simple to define what knowledge is.…”

“…In this sense, leadership begins to gain momentum in knowledge management through studies developed by several authors (Holsapple & Joshi, 2000;Plessis & Boon, 2004;Sun, 2010;Sousa, 2010;Nguyen & Mohamed, 2011). However, the aspects involving the theme leadership often make its understanding and its benefits difficult.…”

“…Most leadership studies focus on the ability of the leaders to influence followers within the context of a bureaucratic and hierarchical model of organization. This perspective, although useful in understanding how leaders can organize, plan, allocate resources and generate alignment and compliance in their organizations, falls short in the context of complex and emerging dynamics of knowledge flows (Sousa, 2010).…”

“…Activities which were the central focus in the organizations cease to be those that aim to produce or distribute objects and become those which produce and distribute information and knowledge (Drucker, 1993). Knowledge has become the main asset of today's global economy (Wong, 2005;Sousa, 2010). This reality forces organizations reformulate their structures and consider knowledge management as crucial to maintaining organizational competitiveness (Wong, 2005;Sun, 2010).…”