Leadership and organizational learning: A multiple levels perspective

We review theoretical and empirical work relevant to the nexus of leadership with organizational learning. We build on the classic distinction between exploration and exploitation and the 4I framework of organizational learning [Crossan, M. M., Lane, H. W., & White, R. E. (1999). An organization...

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Bibliographic Details
Published in:The Leadership quarterly 2006-12, Vol.17 (6), p.577-594
Main Authors: Berson, Yair, Nemanich, Louise A., Waldman, David A., Galvin, Benjamin M., Keller, Robert T.
Format: Article
Language:English
Subjects:
Correlation analysis
Exploitation
Exploration
Integration
Leadership
Levels of analysis
Organizational context
Organizational learning
Studies
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Summary:We review theoretical and empirical work relevant to the nexus of leadership with organizational learning. We build on the classic distinction between exploration and exploitation and the 4I framework of organizational learning [Crossan, M. M., Lane, H. W., & White, R. E. (1999). An organizational learning framework: From intuition to institution. Academy of Management Review, 24, 522–537.] to present previous research and offer research directions linking leadership constructs and processes of organizational learning at different levels of analysis. For each of these links, we discuss the mediating effect of organizational context and suggest future research directions. This review is integrated using a model and propositions that depict the role of leaders with regard to new and existing learning.
ISSN:1048-9843
1873-3409
DOI:10.1016/j.leaqua.2006.10.003