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.
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