Strategic Leadership and Organizational Learning

Vera, Dusya; Crossan, Mary

doi:10.5465/amr.2004.12736080

Cited by 877 publications

(727 citation statements)

References 76 publications

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“…The increased participation increases individuals' commitment and responsibility for the strategic actions of the firm, thus improving its goal achievement. To increase the participation in the strategic learning process at the individual level, it is important for managers to create a rationale for "intelligent failure" in their organisations (McGill and Slocum, 1993;Vera and Crossan, 2004). Thus, creating an open and tolerant culture that encourages individuals to experiment with new strategic alternatives, even if they sometimes fail, provides a fertile ground to the creation of superior strategic initiatives.…”

Section: Implications For Management Practicementioning

confidence: 99%

Unmasking the capability of strategic learning: a validation study

Sirén

2012

The Learning Organization

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Purpose -The strategic learning perspective has attracted increased interest among strategic management scholars, yet the operationalisation of this concept is still in its infancy. The aim of this study is to develop a multidimensional understanding of the strategic learning process and to build an instrument to measure this concept. Design/methodology/approach -The article confirms the validity of the developed measurement instrument with expert evaluations and quantitative data from the analysis of 206 Finnish software companies. Structural equation modelling was the primary statistical technique used. Findings -The results of the validation study suggest that strategic learning is a multidimensional construct that is manifested through the sub-processes of strategic knowledge creation, distribution, interpretation, and implementation. The results demonstrate that the reliability and validity of the developed measurement model is satisfactory, thus enabling its use in further studies. Research limitations/implications -Although the validation study and the use of a panel of expert judges present substantial support for the developed construct, future research is necessary to continue to examine and refine the measure in other industries and cultural contexts. Practical implications -Executives and practitioners can use the developed tool to identify potential areas for improvement and thus bring focus to organisational development efforts to enhance collective strategic learning. Originality/value -This study contributes to strategic management research by developing and validating a measurement method for the concept of strategic learning. To date, the empirical research of strategic learning has been mainly limited to descriptive case studies, and the literature lacks a comprehensive measurement tool.

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Section: Implications For Management Practicementioning

confidence: 99%

Unmasking the capability of strategic learning: a validation study

Sirén

2012

The Learning Organization

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“…According to Bass, Avolio, Jung and Berson (2003) as well as Vera and Crossan (2004), transformational leaders help subordinates to unlearn past routines, develop creative solutions to ambiguous problems and respond appropriately to new environments.…”

Section: Trends From the Research Literature Transformational Leadersmentioning

confidence: 99%

Transformational leadership in the South African public service after the April 2009 national elections

Mokgolo

Modiba

2012

SA j. hum. resour. manag.

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Orientation: The implementation of transformational leadership in public services after national elections has been well recorded in other parts of the world. However, this is not the case in South Africa. Research purpose: The purpose of the study is to determine whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction.Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008), transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives.Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ), the Leadership Acceptance Scale (LAS), the Job Satisfaction Survey (JSS) and the Job Performance Survey (JPS).Main findings: Transformational leadership had a positive correlation with subordinate leadership acceptance, performance and job satisfaction.Practical/managerial implications: Managers can train public sector leaders to be transformational leaders because of the adverse effect lack of transformation can have on employees’ attitudes in areas like satisfaction, performance and commitment.Contribution/value-add: This study makes an important contribution to our understanding of transformational leadership processes and to how the public service can improve its practices in order to render quality service to South Africans.How to cite this article: Mokgolo, M.M., Mokgolo, P., & Modiba, M. (2012). Transformational leadership in the South African public service after the April 2009 national elections. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 10(1), Art. #334, 9 pages. http://dx.doi.org/10.4102/sajhrm.v10i1.334

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“…Adaptive learning is "reacting almost automatically to stimuli to make changes in process and outcome as a coping mechanism" (Sessa and London, 2011, p. 149). This parallels concepts of "single loop learning" (Argyris and Schön, 1996) and "exploitive learning" (Vera and Crossan, 2004). It builds on prior perspectives.…”

Section: Systems Framework For Structuring Interdisciplinary Programsmentioning

confidence: 82%

Interdisciplinary professional education

Nandan

London

2013

Education + Training

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Purpose -The purpose of this paper is to provide a rationale for developing interprofessional competencies among graduates from professional and graduate programs, so that they are well prepared to participate in local, national and global social change strategies. Design/methodology/approach -After reviewing the literature on strategic social change initiatives the authors briefly describe two such initiatives: corporate social responsibility initiatives and social entrepreneurial ventures. After reviewing the interprofessional literature from various disciplines and professions, the authors categorized them into "competencies," "rationale," "conceptual framework," "principles" and "challenges." An examination of exemplar pedagogy from this body of literature suggests ways to prepare students to lead and actively participate in innovative, collaborative social change initiatives. Findings -Interdisciplinary competencies include teamwork, communication, contextual understanding, negotiation, critical thinking, leadership, openness and adaptability. Interprofessional educational models are difficult to implement, however, ethical responsibility of educators to prepare students for complex realities trumps the challenges. Practical implications -Interprofessional educational experiences can enable students to engage in generative and transformational learning which can later facilitate in creation of innovative solutions for society's recalcitrant physical, social and environmental issues. Originality/value -Based on the system's perspective, the paper provides guidelines and strategies for implementing interprofessional pedagogical initiative.

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Strategic Leadership and Organizational Learning

Cited by 877 publications

References 76 publications

Unmasking the capability of strategic learning: a validation study

Unmasking the capability of strategic learning: a validation study

Transformational leadership in the South African public service after the April 2009 national elections

Interdisciplinary professional education

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