Patterns of Knowledge Management Leadership and Delegation: Supporting an Agile Organization

This paper presents findings on organizational agility as an aim of implementing Knowledge Management (KM). These findings are contextualized by examining the leadership roles and the tasks that achieve this goal. In particular we examine structures in KM: of the authority, of the development, and of the implementation of KM strategy that support agility. Using data from a global survey we find definition of leadership in types. We disclose common patterns of KM leadership and its delegation. The data demonstrates that clear transparent lines of delegated authority exist, and that these delegations enable the operationalization of KM strategy in a planned manner, that can also be clearly implemented to realize anticipated benefits.