Leading organizational learning through authentic dialogue
Article Type: Abstracts From: Strategic Direction, Volume 25, Issue 2
Mazutis D., Slawinski N. Management Learning, September 2008, Vol. 39 No. 4, Start page: 437, No. of pages: 20
Purpose – Explores the link between a new concept within the leadership literature, authentic leadership, and organizational learning. Design/methodology/approach – Reviews the literature on organizational learning. Explains the concept of authentic leadership and the behaviors it encompasses. Discusses how authentic leadership can support organizational learning, developing a series of propositions on how the behaviors associated with authentic leadership build an organizational culture that it is characterized by authentic dialogue, and how this supports double-loop learning. Lastly discusses the barriers to authentic dialogue. Findings – Argues that authentic leadership enables organizational learning through the mechanisms of authentic dialogue. Research limitations/implications – Draws out the research implications from the analysis. Practical implications – Also considers the practical implications. Originality/value – Brings together the theories of authentic leadership and organizational learning. ISSN:1350-5076DOI: 10.1177/1350507608093713 Reference: 37AX145
Keywords: Corporate culture, Leadership, Organizational learning
