Mekhala Ganguly

Knowledge sharing in teams has been found to lead to superior team performance (Srivastava et al., 2006). Knowledge sharing in teams has been found to lead to superior team performance (Srivastava et al., 2006). Knowledge sharing in teams has been found to lead to superior team performance (Srivastava et al., 2006). Knowledge sharing in teams has been found to lead to superior team performance (Srivastava et al., 2006). Leadership and Knowledge Sharing Impact on an Organization 1.)Knowledge sharing doesn't occur consequently in a group, and the group's leader has a significant task to carry out in making it come to fruitfulness (Srivastava et al., 2006, p. 1241). Knowledge sharing is basic to organizational achievement. It improves group execution and furnishes an organization with a supportable upper hand. Leaders assume a significant function in assisting with encouraging knowledge sharing inside groups by cultivating an open confiding environment, showing others how it's done, setting up targets, participation in participative dynamics whenever the situation allows, concede to expectations for information use, perceive singular thoughts and commitments encouraging openness for colleagues to share thoughts and to perceive the commitments of employees by having a moderating role of trust and ethics as a leader. How much an organization makes new items, administrations, and works quicker over its rivals rely on knowledge sharing practices (Almahamid, Awwad, and McAdams, 2010). Knowledge sharing empowers organizations to create abilities and skills, increment esteem and continue their upper hand (Renzl, 2008).    Pioneers and leaders invest a lot of energy conceptualizing vital undertakings. One researcher by the name of Selby Noseworthy insists that the key part of leaders is upgraded when the implementation of information technology effectively happens at the opportune time and spot. Pioneering leaders raise the degrees of mindfulness on the significance of innovation and enable individuals to improve information technology implementation inside organizations. In this way, leaders decidedly influence information technology implementation inside organizations. Consequently, they must comprehend that leadership can exceptionally support information technology to execute the ventures of information the board effectively and, in this manner, stay serious. When leaders see data innovation as an essential significant organizational asset that encourages organizational interchanges and improves the quest for information, they start to see open doors for effective undertakings. As a serious asset, data and information technology urges individuals to set out on innovative offices, for example, mutual electronic workspaces, to give novel thoughts and potential answers for taking care of issues.    Leaders blend total human resources into social capital and create organizationally interchanges to give significant assets to every organizational part. In this manner, leaders upgrade knowledge sharing among human resources and specify the information to be shared around the organization. Pioneering leaders likewise motivate human resources by setting exceptionally wanted desires. The more the significant level of adherent desirable expectation can upgrade profitability and maybe decline organizational expenses. Researchers concur that leaders decidedly influence budgetary and non-money related execution through improving the cost of stock, diminishing costs, expanding deals, improving advancement, expanding the pace of reactions to natural changes, improving the nature of items and administrations, alongside a more grounded client center and creating learning open doors for supporters. Those organizations that are profoundly established in the way of sharing, drawing in, and assembling dependable connections dependent on trust, can anticipate a high potential for consistent organizational execution. In information or knowledge organizations, this would mean expanded sharing of information and knowledge, which would eventually prompt significant advancement levels – the reason for monetary development in contemporary business and organizations.    2.)The servant leadership style can be characterized as an initiative style described by serving others. The leader's point is to improve others' development just as himself and to include all gatherings in the dynamic (Greenleaf, 1977; Spears, 2004). This way, he offers workers a feeling of worth and having a place, inspiring them to add to their development and achievement (Northhouse, 2010). As indicated by Reinke (2004), servant leadership style has a significant task to carry out in organizational achievement. Since servant leadership depends on trust and stewardship based relationship, it energizes organizational culture that is achievement situated. In his investigation, Reinke built up a model to test the significance of trust, stewardship, and vision in the servant leadership style. He found that adherents exceptionally respect trust, and it goes before the foundation of an elevated level of correspondence inside the organization. This prompts elevated levels of cooperation among adherents, which decidedly impacts organizational execution.    3.) Transformational leadership happens when leaders and adherents raise each other to more significant levels of inspiration and profound quality. Pioneers address themselves to needs, and different inspirations, just as to their own, and in this way may fill in as a free power in changing the cosmetics of the employee's thought process base through satisfying their intentions (Burns, 1978: 20). Transformational leadership is included four interrelated measurements: appeal, motivation, individualized thought, and scholarly incitement (Bass, 1985). Transformational leaders endeavor and prevail regarding raising partners, subordinates, adherents, customers, or bodies electorate to more noteworthy mindfulness about the result's issues. References Almahamid, S., Awwad, A., & McAdams, A. C. (2010). Effects of Organizational Agility and Knowledge Sharing on Competitive Advantage: An Empirical Study in Jordan. International Journal of Management, 27(3), 387-404. Benni, W., & Nanus, B. (2007). Leaders (Collins Business Essentials, New York).Google Scholar Burns, J. M. (1978). Leadership. New York: Harper & Row. Lewicki, R. and Bunker, B.B. ( 1996) ‘Developing and Maintaining Trust in Work Relationships’ , in R. M. Kramer and T. R. Tyler (eds) Trust in Organizations: Frontiers of Theory and Research, pp. 114-39. Thousand Oaks, CA: Sage. Google Scholar | Crossref Renzl, B. (2008). Trust in management and knowledge sharing: The mediating effects of fear and knowledge documentation. Omega, 36(2), 206-220. doi:10.1016/j.omega- Srivastava, A., Bartol, K. M., & Locke, E. A. (2006). Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance. Academy of Management Journal, 49(6),-.