Developing a leadership knowledge architecture: a cognitive approach

Abstract

Of all occupational groups, army officers are perhaps the most appropriate for studying leadership. A great deal of an officer’s effort and time is spent serving in a leadership capacity. This research with New Zealand army officers (n 103) describes the development of an instrument that directs and facilitates the articulation of perceptions of leadership knowledge processes. The subsequent knowledge process architecture provides a credible platform for the design of leadership training and development programmes with high utility for the organisation because of increased learning transfer from the leadership programme back to the workface.

Citation

Pech, R. (2003), "Developing a leadership knowledge architecture: a cognitive approach", Leadership & Organization Development Journal, Vol. 24 No. 1, pp. 32-42. https://doi.org/10.1108/01437730310457311