Review2018

Leadership and organizational learning culture: a systematic literature review

79 citations0/0 files storedEuropean journal of training and development

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Organizational Learning and Leadership Leadership and Management in Organizations Innovative Education and Learning Practices

Abstract

Purpose This paper aims to investigate how the relationship between leadership and organizational learning culture (OLC)/learning organization (LO)/organizational learning (OL) is measured in the literature. Design/methodology/approach This systematic literature review analyzes published peer-reviewed English articles that examine the relationship between leadership and OLC/LO/OL empirically. A total of 58 articles has been found in 42 journals. Findings This paper provides a holistic view of the types of leaderships that have been connected with OLC/LO/OL in various countries and industries. Research methods from the literature are also examined. Originality/value It is among the first studies to review the literature about the connection between leadership and OLC/LO/OL. This review offers constructive future research directions.

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References

1991Exploration and Exploitation in Organizational Learning 1987Leadership and Performance beyond Expectations 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective 1985THE HUMAN SIDE OF ENTERPRISE 1999An Organizational Learning Framework: From Intuition to Institution 2000Learning and protection of proprietary assets in strategic alliances: building relational capital 1975A vertical dyad linkage approach to leadership within formal organizations 2006Small and medium-size enterprises: Access to finance as a growth constraint

Cited by

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