Ambiguity, ruth and propitiation

Gordon Prestoungrange (Gordon Prestoungrange is International President of the International Management Centres Association, Buckingham, UK and President of the Canadian School of Management.)

The Learning Organization

ISSN: 0969-6474

Publication date: 1 December 2000

Abstract

Argues that leadership in a learning organization is only accorded to those who situationally articulate its cultural beliefs. Normative attitudes are not a mainstay, yet the more abundant the learning potential the more scope there is for ambiguity which frequently militates against effective organization. In addressing this there is no scope for ruthless leadership because it drives away innovation, but in the inevitable demand for focus some learners surely suffer and the leader must merit propitiation for decisions engineered. The argument is illustrated from the author’s own workplace role with a myriad innovative ideas which have blossomed.

Keywords

Citation

Prestoungrange, G. (2000), "Ambiguity, ruth and propitiation", The Learning Organization, Vol. 7 No. 5, pp. 229-233. https://doi.org/10.1108/09696470010352981

Download as .RIS

Publisher

:

MCB UP Ltd

Copyright © 2000, MCB UP Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.