SAGE Journal Articles

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Journal Article 1: Thomspon, K. (2007). A corporate training view of ethics education: An interview with Dov L. Seidman, CEO of LRN. Journal of Leadership & Organizational Studies, 13, 79–91.

Abstract: Dov L. Seidman is the founder, chairman and chief executive officer of LRN. LRN was founded in 1994 as a privately-held company that provides companies of all sizes an integrated set of applications and services that help companies foster and fortify enduring, ethical corporate cultures that encourage self-regulation based on shared values, rather than externally-imposed rules. With uncompromising commitment to this mission and vision, Mr. Seidman has successfully grown an organization that is having a significant impact on the ways employees and management behave in the workplace. An innovator and leader in ethics and compliance management and corporate governance solutions, LRN works with more than 200 organizations many of which are the world's most successful companies, including 3M, Viacom, DuPont, Johnson & Johnson, Pfizer, Procter & Gamble, Raytheon, The Dow Chemical Company, Tyco, and United Technologies Corporation. Our interview was conducted on March 8, 2006, just before the Enron trial commenced.

Journal Article 2: Lee, P., Gillespie, N., Mann, L., & Wearing, A. (2010). Leadership and trust: Their effect on knowledge sharing and team performance. Management Learning, 41, 473–491.

Abstract: Team leaders who facilitate knowledge sharing and engender trust contribute to team effectiveness. While the separate effects of leadership, trust and knowledge sharing on team performance are well documented, few scholars have investigated the specific links between these factors. This study examines the relationship between the leader as the knowledge builder, trust in the leader and in the team, knowledge sharing and team performance. Surveys were collected from 34 engineering project teams (n=166 team members, 30 team leaders) and 18 managers in a large automotive organization. The results indicate that by building the team’s expertise, leaders enhance team members’ willingness to rely on and disclose information in the team, which in turn increases team knowledge sharing. Team knowledge sharing significantly predicted leaders’ and managers’ ratings of team performance. The theoretical and practical implications of the findings are discussed.