Learning and leadership in organizations : toward complementary communities of practice
By: DRIVER, Michaela
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Material type: 
ArticlePublisher: 2002Subject(s): Individual Learning | Learning-member Exchange | Learning Roles | Organizational LearningManagement Learning 33, 1, p. 99-126Abstract: The goal of this study is to stimulate dialog in the research community around a model of learning linked to leadership in organizations. It is an attempt to integrate various communities of practice and divergent approaches by placing equal emphasis on developing a model of organizatinal learning as well as on embedding the development process itself into the context of a scientific dialog. A model of how learning in organizations can be conceptualized as a role negotiated between superiors and their subordinates is developed and investigated. The model postulates that individuals in organizations accomplish learning by specializing in certain learning tasks. This specialization is based on role behaviors and resources that constrain or facilitate learning opportunities negotiated in the workplace between subordinates and their superiors. How this learning may be shared to result in organizational learning and implications for theory development are discussed
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
The goal of this study is to stimulate dialog in the research community around a model of learning linked to leadership in organizations. It is an attempt to integrate various communities of practice and divergent approaches by placing equal emphasis on developing a model of organizatinal learning as well as on embedding the development process itself into the context of a scientific dialog. A model of how learning in organizations can be conceptualized as a role negotiated between superiors and their subordinates is developed and investigated. The model postulates that individuals in organizations accomplish learning by specializing in certain learning tasks. This specialization is based on role behaviors and resources that constrain or facilitate learning opportunities negotiated in the workplace between subordinates and their superiors. How this learning may be shared to result in organizational learning and implications for theory development are discussed
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