This paper focuses on developing an integrative view of leadership and organisational learning in the context of dynamic and non‐linear organisational complexity. The outcome of this development is a new conceptualisation termed “learnership”. The concept and process of “learnership” is seen as an evolving meld of leadership and learning where responsibility for learning and for leading is progressively diffused from a few central individuals to a critical mass of organisational members, all of whom become mutually embedded in the learning process, leading where needed, following where needed, but always with a sensitive eye on the complex texture of the learning environment they inhabit. The usefulness of the concept of “learnership” for organisations is discussed and some diagnostic trigger questions for sensing readiness and capability for “learnership” diffusion are presented.
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