In Knowledge Leadership, Cavaleri and Seivert describe the dawning of a new era in which individuals are leading rather than managing knowledge. In the past, many knowledge-based initiatives have failed because leaders underestimated the powerful link between knowledge and performance improvement and also because they mistakenly thought that information was the same as knowledge. Cavaleri and Seivert claim that, while information is a necessary precursor to knowledge, it is not sufficient in itself for improving business performance. The authors describe notable organizations that use the pragmatic knowledge strategies they describe to gain competitive advantage. Pragmatic knowledge is the result of individuals developing a deeper understanding of how (and why) things work best in practice. The process of creating pragmatic knowledge transforms key lessons from systems thinking, total quality management, and organization learning into a powerful new business strategy.To help readers apply the concepts and tools in this book, Cavaleri and Seivert draw on case examples and a decade of original cross-cultural research about knowledge leadership. They also invite readers to use The Knowledge Bias Profile to discover their knowledge leadership style. The book systematically outlines a user-friendly strategy for becoming a knowledge leader and for building high-performing, knowledge-based organizations.* Applies well-respected theories of the learning organization and the knowledge-creating company to improving corporate leadership in the knowledge economy* Based on research with hundreds of managers in the US and Asia* Provides a simple framework for improving leaders knowledge gained from experienceThe conventional wisdom that leaders are born, not made, ignores how leaders learn from their experiences. The value of the knowledge their learning imparts varies widely-some learn valuable and useful lessons, which they can then apply effectively, giving their companies distinct advantage in today's complex and fast-paced competitive environment. Based on a study of several hundred managers in the United States and Asia, this book shows how managers create knowledge from their experiences and use it more or less effectively. The authors draw on the theories of Senge's learning organization, and Nonaka and Takeuchi's knowledge-creating company, and on their extensive research base to provide a simple framework that leaders can use to create more effective knowledge from their experiences and to transform their corporate cultures into knowledge-creating companies that support effective learning for all employees to drive innovation and competitiv