Expert Knowledge and Leadership Analytical Essay by Nicky

Expert Knowledge and Leadership
This paper looks at the impact of expert knowledge on leadership performance.
# 120415 | 2,445 words | 20 sources | APA | 2010 | US
Published on Jun 14, 2010 in Psychology (Social) , Business (Management) , Business (Human Resources)

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This paper first explains that expert-level (EL) knowledge in leaders is the catalyst of transformational leadership. The paper then cites examples that illustrate the unique attributes of both transformational and transactional style leadership. The paper concludes that, in the sharing of expert-level knowledge and intelligence, teams gain their greatest strength and the ability to overcome obstacles to the fulfillment of their objectives.

Table of Contents:
Expert-Level Knowledge and Leadership are the Catalysts of Organizational Transformation
Assessing Expertise and Trust in Leaders: Where Organizational Transformation Begins
Expert-Level Leadership Part of the Catalyst of Making Change Permanent

From the Paper:

"Researchers in the area of trusts' impact on the ability to sustain lasting organizational transformation state that expert-level knowledge and insight, self-sacrifice and overt transparency fuel trust more than even fulfilling commitments on or ahead of schedule. The example is of how Aaron Feuerstein, CEO of Malden Mills responded when a fire destroyed his business in Lawrence, Massachusetts, displacing 3,200 workers, which represented the majority of jobs in the region. Mr. Feuerstein, 70, could have retired, outsourced the entire company or do as he promised to his employees, which was re-building the Mill."

Sample of Sources Used:

  • Josh Bernoff, Charlene Li. (2008). Harnessing the Power of the Oh-So-Social Web. MIT Sloan Management Review, 49(3), 36-42. Retrieved October 2, 2008, from ABI/INFORM Global database. (Document ID: 1458948591).
  • Michelle C. Bligh, Craig L. Pearce, Jeffrey C. Kohles. (2006). The importance of self- and shared leadership in team based knowledge work :A meso-level model of leadership dynamics. Journal of Managerial Psychology: Self-leadership, 21(4), 296-318. Retrieved October 4, 2008, from ABI/INFORM Global database. (Document ID: 1074215351).
  • Howard R Bromley, Victoria A Kirschner-Bromley. (2007). Are You a Transformational Leader? Physician Executive, 33(6), 54-57. Retrieved October 2, 2008, from ABI/INFORM Global database. (Document ID: 1453290801).
  • C Shawn Burke, Dana E Sims, Elizabeth H Lazzara, Eduardo Salas. (2007). Trust in leadership: A multi-level review and integration. Leadership Quarterly, 18(6), 606. Retrieved September 26, 2008, from ABI/INFORM Global database. (Document ID: 1397260071).
  • Amy E Colbert, Amy L Kristof-Brown, Bret H Bradley, Murray R Barrick. (2008). CEO TRANSFORMATIONAL LEADERSHIP: THE ROLE OF GOAL IMPORTANCE CONGRUENCE IN TOP MANAGEMENT TEAMS. Academy of Management Journal, 51(1), 81. Retrieved September 27, 2008, from ABI/INFORM Global database. (Document ID: 1466219651).

Cite this Analytical Essay:

APA Format

Expert Knowledge and Leadership (2010, June 14) Retrieved February 03, 2023, from

MLA Format

"Expert Knowledge and Leadership" 14 June 2010. Web. 03 February. 2023. <>