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Leadership that promotes organizational learning : both sides of the coin

Jogulu, Uma 2011, Leadership that promotes organizational learning : both sides of the coin, Development and learning in organizations, vol. 25, no. 4, pp. 1-8.

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Title Leadership that promotes organizational learning : both sides of the coin
Author(s) Jogulu, Uma
Journal name Development and learning in organizations
Volume number 25
Issue number 4
Start page 1
End page 8
Total pages 8
Publisher Emerald Group Publishing
Place of publication Bingley, England
Publication date 2011
ISSN 1477-7282
1758-6097
Keyword(s) Leadership
Workplace training
Transformational leadership
Summary Purpose – The purpose of this paper is to demonstrate how leadership has the capacity to both positively influence learning processes and negatively inhibit organizational learning.

Design/methodology/approach – This is a conceptual paper that brings together an analysis of leadership and organizational learning literature. The argument is centered on transformational leadership and the responsibility for creating an organizational learning culture.

Findings – There is a conventional belief that leaders have solitary control and influence when it comes to setting up organizational learning processes. However, a top-down approach to facilitate and implement learning in organizations is not always an effective method because learning should be a collaborative practice. Thus, to rely fully on leaders to initiate and sustain the learning processes can be counter-productive.

Practical implications – Good and effective leadership is the key to organizational learning. Learning is the only sustainable method of achieving competitive advantage for contemporary organizations because of rapidly changing environmental forces. Corporations with aspirations for long-term survival must facilitate, through their leadership, “the impulse to learn” amongst their members.

Originality/value – Knowledge is lacking in the area where leadership is linked to learning. Such knowledge is important because leaders play a central role in the learning framework and leaders also offer the required guidance for organizations to integrate and sustain learning processes through policy and practice.
Notes Reproduced with the kind permission of the copyright owner.
Language eng
Field of Research 150310 Organisation and Management Theory
Socio Economic Objective 910402 Management
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2011, Emerald Group Publishing
Persistent URL http://hdl.handle.net/10536/DRO/DU:30036083

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Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.