Leadership and Organizational Learning: A Multiple Levels Perspective

Authors

• Yair Berson, University of Haifa
• Louise A. Nemanich, Arizona State University
• David A. Waldman, Arizona State University
• Benjamin M. Galvin, Brigham Young UniversityFollow
• Robert T. Keller, University of Houston

Keywords

exploration, exploitation, integration, organizational context, levels of analysis

Abstract

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.

Original Publication Citation

"Leadership and organizational learning: A multiple levels perspective", The Leadership Quarterly, 2006.

BYU ScholarsArchive Citation

Berson, Yair; Nemanich, Louise A.; Waldman, David A.; Galvin, Benjamin M.; and Keller, Robert T., "Leadership and Organizational Learning: A Multiple Levels Perspective" (2006). Faculty Publications. 9007.
https://scholarsarchive.byu.edu/facpub/9007

Document Type

Peer-Reviewed Article

Publication Date

2006

Publisher

The Leadership Quarterly

Language

English

College

Marriott School of Business

Department

Marketing

University Standing at Time of Publication

Full Professor

Copyright Use Information

https://lib.byu.edu/about/copyright/