| This qualitative collective case study involved an examination of leadership challenges in the aerospace manufacturing industry in the U.S. state of Washington. This study focused on how leaders can (a) resolve the knowledge gap and develop a competitive advantage by building a culture of knowledge sharing and (b) transform manufacturing workers into technical, highly skilled production professionals by driving multigenerational legacy knowledge in talented individuals. The concept of a knowledge economy helped identify and contextualize these practices. The study was designed to provide new knowledge about organizational leadership for leaders and managers responsible for: (a) strategies that cultivate a knowledge-sharing culture, to close knowledge gaps between workforce generations; (b) knowledge preservation strategies; and (c) initiating a further round of advancement in the aerospace industry. The outcome of the central research data indicated a significant effect of a knowledge-sharing culture on the employees' behavior regarding sharing their knowledge without considering the personal risk of becoming less valuable and threatening their job security. The review of the literature, the data analysis, and the conclusions all revealed that a multigenerational workforce needs leadership that leads well, for example by creating events at which the seeds of innovation are planted and nurturing a climate for a healthy environment where workers to share their knowledge without concerns for job security. |
