This essay provides a detailed analysis of Tesco's strategic knowledge management approach and leadership practices. It examines the company's implementation of knowledge management, including knowledge creation, acquisition, storage, transfer, and sharing, within the context of its organizational structure and learning strategies. The essay explores the role of strategic leaders in fostering a culture of knowledge management and organizational learning, emphasizing the use of computer-based communication and information systems. It delves into Tesco's adoption of structured approaches, such as the Knowledge Management Maturity Model, and highlights the importance of communities of practice, social interaction, and social learning theory. Furthermore, the essay discusses the various models and strategies employed by Tesco, including personalization and codification, to promote knowledge transfer and sharing. The analysis also covers the significance of social capital, absorptive capacity, and the development of communication paths in supporting knowledge management and the creation of new knowledge within the organization. The essay uses various literature reviews to support the analysis.