The Role of Tacit Knowledge in Influencing Leadership on Change Management
Keywords:tacit knowledge, leadership, change management, social integration, structuring of change management, monitoring functions
This paper explores the positive impacts of tacit knowledge in leadership on change management, focusing on organisational leaders and employees. The significance of tacit knowledge in influencing leadership on change management is critical since tacit information includes significant insights, experience and intuition that leaders possess. Using and exploiting this knowledge helps to improve decision-making, create successful change initiatives, and foster effective leadership during times of uncertainty and transformation. Regarding the influence of tacit knowledge on leadership in change management, there is a sizable knowledge vacuum. Although the value of tacit knowledge in a variety of organisational situations is becoming more well-recognised, little is known about how specifically it affects leadership during change management processes. This paper concludes that tacit knowledge in leadership provides insight into where theoretical models are and are not utilised. A successful change agent will make decisions based on intuition. Tacit knowledge is valuable, and leaders must find methods to use it while also developing systems for capturing and sharing it throughout the organisation, such as through storytelling, communities of practice, or mentorship programmes. This article has eight recommendations for organisations, businesses as well as leaders regarding tacit knowledge handling during the process of change. This article employed secondary sources as methodology, and the collected data were analysed using text content to extract relevant insights.
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