Towards communication and learning based leadership: Observations in Finnish public research organizations

Eveliina Saari, Heli Talja

    Research output: Contribution to journalArticleScientificpeer-review

    4 Citations (Scopus)

    Abstract

    Purpose – Management systems designed for the purposes of the industrial era are not sufficient to rise to the challenge of knowledge‐creating organizations. This paper seeks to analyse how the motives and aims of top management and knowledge workers differ from each other. In order to avoid confrontation between managerialism and research work logic, the paper suggests building up a communication and learning‐based leadership model.

    Design/methodology/approach – Based on findings from the previous research projects, the paper analyses the challenges arising from the gap between top‐down type management and the research built on a bottom‐up basis. The empirical observations are based on the studies of organizational changes and development of research groups in Finnish public research organizations.

    Findings – The paper presents four new constructions that the management and personnel of a research organization tend to interpret very differently: the tension between freedom and control, formation of research strategies, applicability of business management models to research organizations, and the meaning of structural changes.

    Practical implications – The paper offers guidelines for constructing dialogue between managers and knowledge workers and highlights the importance of embedding communication and learning as an integral part of a knowledge organization's practice. Crossing of positions and building up accessible arenas and forms for continuous communication between managers and employees are encouraged.

    Originality/value – The four constructions present a new framework for understanding the worldviews of top managers and employees in knowledge creating organizations when facing the challenges of globalization.
    Original languageEnglish
    Pages (from-to)251-260
    Number of pages10
    JournalLearning Organization
    Volume16
    Issue number3
    DOIs
    Publication statusPublished - 2009
    MoE publication typeA1 Journal article-refereed

    Fingerprint

    research organization
    leadership
    communication
    manager
    management
    learning
    employee
    worker
    organizational development
    business management
    organizational change
    worldview
    structural change
    personnel
    research project
    dialogue
    globalization
    Managers
    Communication
    Public research

    Keywords

    • Communication
    • Knowledge organizations
    • Leadership
    • Learning
    • Research and development

    Cite this

    @article{90c0b497b0cd46d2b8b0ec65e11bdb72,
    title = "Towards communication and learning based leadership: Observations in Finnish public research organizations",
    abstract = "Purpose – Management systems designed for the purposes of the industrial era are not sufficient to rise to the challenge of knowledge‐creating organizations. This paper seeks to analyse how the motives and aims of top management and knowledge workers differ from each other. In order to avoid confrontation between managerialism and research work logic, the paper suggests building up a communication and learning‐based leadership model.Design/methodology/approach – Based on findings from the previous research projects, the paper analyses the challenges arising from the gap between top‐down type management and the research built on a bottom‐up basis. The empirical observations are based on the studies of organizational changes and development of research groups in Finnish public research organizations.Findings – The paper presents four new constructions that the management and personnel of a research organization tend to interpret very differently: the tension between freedom and control, formation of research strategies, applicability of business management models to research organizations, and the meaning of structural changes.Practical implications – The paper offers guidelines for constructing dialogue between managers and knowledge workers and highlights the importance of embedding communication and learning as an integral part of a knowledge organization's practice. Crossing of positions and building up accessible arenas and forms for continuous communication between managers and employees are encouraged.Originality/value – The four constructions present a new framework for understanding the worldviews of top managers and employees in knowledge creating organizations when facing the challenges of globalization.",
    keywords = "Communication, Knowledge organizations, Leadership, Learning, Research and development",
    author = "Eveliina Saari and Heli Talja",
    year = "2009",
    doi = "10.1108/09696470910949962",
    language = "English",
    volume = "16",
    pages = "251--260",
    journal = "Learning Organization",
    issn = "0969-6474",
    publisher = "Emerald Publishing Limited",
    number = "3",

    }

    Towards communication and learning based leadership : Observations in Finnish public research organizations. / Saari, Eveliina; Talja, Heli.

    In: Learning Organization, Vol. 16, No. 3, 2009, p. 251-260.

    Research output: Contribution to journalArticleScientificpeer-review

    TY - JOUR

    T1 - Towards communication and learning based leadership

    T2 - Observations in Finnish public research organizations

    AU - Saari, Eveliina

    AU - Talja, Heli

    PY - 2009

    Y1 - 2009

    N2 - Purpose – Management systems designed for the purposes of the industrial era are not sufficient to rise to the challenge of knowledge‐creating organizations. This paper seeks to analyse how the motives and aims of top management and knowledge workers differ from each other. In order to avoid confrontation between managerialism and research work logic, the paper suggests building up a communication and learning‐based leadership model.Design/methodology/approach – Based on findings from the previous research projects, the paper analyses the challenges arising from the gap between top‐down type management and the research built on a bottom‐up basis. The empirical observations are based on the studies of organizational changes and development of research groups in Finnish public research organizations.Findings – The paper presents four new constructions that the management and personnel of a research organization tend to interpret very differently: the tension between freedom and control, formation of research strategies, applicability of business management models to research organizations, and the meaning of structural changes.Practical implications – The paper offers guidelines for constructing dialogue between managers and knowledge workers and highlights the importance of embedding communication and learning as an integral part of a knowledge organization's practice. Crossing of positions and building up accessible arenas and forms for continuous communication between managers and employees are encouraged.Originality/value – The four constructions present a new framework for understanding the worldviews of top managers and employees in knowledge creating organizations when facing the challenges of globalization.

    AB - Purpose – Management systems designed for the purposes of the industrial era are not sufficient to rise to the challenge of knowledge‐creating organizations. This paper seeks to analyse how the motives and aims of top management and knowledge workers differ from each other. In order to avoid confrontation between managerialism and research work logic, the paper suggests building up a communication and learning‐based leadership model.Design/methodology/approach – Based on findings from the previous research projects, the paper analyses the challenges arising from the gap between top‐down type management and the research built on a bottom‐up basis. The empirical observations are based on the studies of organizational changes and development of research groups in Finnish public research organizations.Findings – The paper presents four new constructions that the management and personnel of a research organization tend to interpret very differently: the tension between freedom and control, formation of research strategies, applicability of business management models to research organizations, and the meaning of structural changes.Practical implications – The paper offers guidelines for constructing dialogue between managers and knowledge workers and highlights the importance of embedding communication and learning as an integral part of a knowledge organization's practice. Crossing of positions and building up accessible arenas and forms for continuous communication between managers and employees are encouraged.Originality/value – The four constructions present a new framework for understanding the worldviews of top managers and employees in knowledge creating organizations when facing the challenges of globalization.

    KW - Communication

    KW - Knowledge organizations

    KW - Leadership

    KW - Learning

    KW - Research and development

    U2 - 10.1108/09696470910949962

    DO - 10.1108/09696470910949962

    M3 - Article

    VL - 16

    SP - 251

    EP - 260

    JO - Learning Organization

    JF - Learning Organization

    SN - 0969-6474

    IS - 3

    ER -