The first theme emphasized the participants’ perception of mentoring and its importance in retaining tacit knowledge. Communication was not adversarial between the employees and the leaders, it was a common goal (P2). From the results I discovered that 100% (6/6) of participants thought mentoring was critical to share tacit knowledge. One participant affirmed they were cognizant of individuals with specific information and knowledge, and indicated they did not want to stovepipe that type of information (P5). Another participant stated they hoped to develop and retain a knowledge base that provided an ability to instruct new people with inherent information that certain
individuals maintained, and not previously documented (P6). Participants indicated they attended multiple meetings and shared emails and copied others who were not available to attend meetings. Participants mentioned the importance of pushing knowledge out to all peers, and also pushing the information to subordinates to empower them. The participants’ supporting statements are listed in Table 1.
Table 1
Table 1 Theme 1. Mentoring
Participant Participant Comment
P2 We talk candidly about the people that have institutional knowledge. I try to coordinate that information flowing between the supervisory and management group in my division.
It’s a little bit easier to push down to my first-line supervisors in developing that relationship that hinges on mentoring. You'll always hear the story, "Well back in the day... or back when I was in that division" ... of course those war stories have some value.
P4
with new staff from the time that they come into the organization they're assigned a mentor…
…but many instances the information is passed verbally from the
experience component of the senior employee back to the new employee I've had some good mentors through the time. This organization is good about trying to sit and elicit questions and answers. I actually sat down on several occasions, discussed topics, experiences, how they handle things. I know that I could still pick up the phone.
P5 …from those meetings the supervisors go to their respected shift assignments, and they take that information and pass it down to their subordinates. Again some knowledge is easier to pass down than other... When tragedy strikes, we find a person that can best help us knowledge- wise to get through it.
P6 I think a lot of the means that we use to communicate are informal means, whether it's a trainer-trainee relationship or the old water cooler method where they're just hanging around and talking.
They'll come in and say "We did this 20 years ago, and these are the things we ran into," or "You guys might think about doing this or doing that."
They'll start bringing out the experience that they've had and "We started it doing it this way x number of years ago because of this or that," I think most communication is done by the water cooler method. There are a lot of conversations at all levels in the department from line staff to upper management that occur back there. I think a lot of the tacit
knowledge is passed from generation to generation just by chewing the fat, telling war stories, things of that nature. I think most people just hold that information in their head, and then it becomes tacit knowledge into that generation.
P3 The primary focus is we share locations of data on our own server. We constantly go to meetings together. If one attends the meeting then, the other will provide notes to bring them up to speed on the information that was shared. Emails are always shared.
That information is verbally passed on as to what's happened in the past 2 weeks, what we expect is upcoming in the next 2 weeks, and then we are very cognizant about providing other type of peripheral information
that comes in and pushing it out to all of our peers, but also pushing information down to our subordinates, to empower them and also to give them information as to what our plans are here, what you can expect.
One participant described a delay in receiving critical information in a timely manner, and could not forget the consequences of that situation. “People hated being blind-sided and so I think that by pushing information down, we're able to empower them” (P5). Transformational leadership was evident when empowering leaders
influenced followers’ work engagement (Breevaart, Bakker, Hetland, Demerouti, Olsen & Espevik, 2013). The relationship between transformational leadership and work engagement in governmental hospital nurses showed transformational leadership was related to follower work engagement, particularly when the follower was creative, innovative, and proactive (Hayati, Charkhabi, & Naami, 2014). Hayati et al. (2014) illustrated that transformational leaders conveyed their enthusiasm and inspiration to their subordinates by the way of modeling. Researchers exploring leadership focused on the organizational outcomes of a specific leadership style, such as implementation and competence. This participants demonstrated that daily variations in transformational leadership may also influence employees’ work experiences. Personnel became more engaged in their work, when their supervisor was able to enhance their optimism through their transformational leadership style. “I think that we try really hard to mentor. We try to place senior staff with new staff from the time that they come into the organization they're assigned a mentor” (P1). “We constantly go to meetings together. If one attends the meeting then, the other will provide notes to bring them up to speed on the
information that was shared. Emails are always shared” (P3). These results implied that individual resources and work engagement may be critical in explaining the
transformational leadership performance link, considering the positive link between work engagement and performance (Hayati et al., 2014).