Abstract
This paper considers knowledge creation in relation to improvements on the production line in the manufacturing department of Nissan Motor Company and aims to clarify the specific substance of leadership that enables such knowledge creation. By adopting a new approach that adds a first, second-person's viewpoint to the theory of knowledge creation, this research will attempt to define the specific substance of leadership that enables organisational knowledge creation through qualitative analysis and interpretation of the interviews. In order to explain leadership for enabling knowledge creation, this study proposes the model of the interaction enabling knowledge creation by leader-follower.
