This article raises a vital question as to how executives can unleash the power of knowledge and transformational leadership in organizations. We asked our executive colleagues and scholars what the post-pandemic world would look like. This is what they predict: Better-managed desk space, real-estate evaluation, right sizing, a talent age gap as many seasoned executives retire, and restructured workweeks. Based on our interviews, we posit that transformational leadership has a direct impact on an organization’s internal resources and may promote a knowledge management process. In particular, transformational leaders strongly manifest themselves as change agents who have a significant impact on the culture, structure, and strategy of a firm. This article suggests that managers should develop a supportive workplace to promote knowledge management processes coupled with transformational leadership. We found that culture, structure, and strategy constitute the foundation of a supportive workplace for both remote and in-organization stationed workers. If an organization’s culture, structure, and strategy are not completely in favor of supporting knowledge management processes, then organizations may not effectively implement knowledge management projects and the promoting of knowledge management will be ineffective. Accordingly, this article suggests that transformational leaders that support knowledge management efforts depend on a supportive culture, a flatter structure, and iterative strategic formulation in organizations.
Post-Pandemic world, Transformational leadership, Knowledge management, Corporate culture, Corporate structure, and Corporate strategy