Learning and Leadership in Organizations: Toward Complementary Communities of Practice
Document Type
Article
Publication Date
1-1-2002
Description
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 organizational 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.
Citation Information
Driver, Michaela. 2002. Learning and Leadership in Organizations: Toward Complementary Communities of Practice. Management Learning. Vol.33(1). 99-126. https://doi.org/10.1177/1350507602331005 ISSN: 1350-5076