Abstract:
Knowledge management is the main component of knowledge-based society. Learning
organisations are aware of the potential that lies in human resources, and are prone to
developing new concepts of leadership, where hierarchy and pyramid structured decision
making no longer play the main role. The new concept is built on partnership between
professionals from different sectors of the organisation. Partnership alliances depend on
quality of human relations. We suggest that emotional intelligence enhanced with new
concepts of leadership increases generating and transfer of knowledge. The study has a
qualitative approach taken through interviews that were conducted with top management in
order to investigate the role of emotional intelligence and its impact on management in
correlation with sharing knowledge. The findings confirmed our two hypotheses, since
research has shown how the leadership strategy reflects on input of employees, and the way
resulting in stimulation or discouragement of the transfer of knowledge in the organisation.
