Leading the learning organization: portrait of four leaders

Abstract

The phrase “learning organization” has existed in the literature for several decades. Senge popularized the term in the 1990s; however, other writers have made significant contributions to this topic. The leadership literature, although vast, lacks specificity. At the intersection of these two concepts, the literature lacks a needed link that describes the specific actions that a leader can take to achieve the transformation to a learning organization. This paper examines the actions that a leader can take in order to transform an organization into a learning organization and studies four leaders of widely diverse organizations. The research indicated that leaders who were successful in implementing the learning organization concept used it as the solution to a business problem, while devoting time and attention to the transformation. The findings have widespread implications for practitioners, adult educators and for future research.

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