This paper seeks some answers to the question “What should leaders actually do in their units if they want to support learning which contributes to the capability of the organization”. This study represents one step in conceptualising and empirically examining knowledge leadership. Both qualitative and quantitative methods were used. As a result of a qualitative study hypothetical ideal model emerged, on the basis of which an instrument of evaluation was created. By means of this it was possible to verify the ideal model with respect to the empirical material and study the implementation of the phenomenon in practice. Factor analysis showed that the most central dimensions of knowledge management are orienteering learning, creating climate that supports learning, supporting learning process at group and individual level, and being a role model. Furthermore, it is explained how knowledge management is manifested in the activity of the leaders.
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