Enabling organizational learning

Abstract

It is clear from studies of organizations and a considerable body of anecdotal evidence that organizational life is strongly influenced by organizational leaders. In particular, the vision, style of leadership and motivation that enables them to “make things happen” and inspire others to follow their direction. Reviews recent contributions to the literature on aspects of organizational learning and considers how organizational processes might encompass effective learning support for individuals and groups of learners. Draws from articles published between 1994‐1996 in seven journals: Executive Development; Journal of Organizational Change Management; Journal of Management Development; Leadership & Organization Development Journal; Management Development Review; The Journal of Workplace Learning; The Learning Organization. Concentrates on three areas: organizational vision; leadership and motivation; organizational change and performance. Concludes with a summary of the implications for organizational learning.

Citation

Teare, R. (1997), "Enabling organizational learning", International Journal of Contemporary Hospitality Management, Vol. 9 No. 7, pp. 315-324. https://doi.org/10.1108/09596119710190949