Increasing the organization’s IQ: public sector leadership in Southeast Asia

Abstract

We live during an era in which the pace and scope of change are unprecedented. This is particularly true in the Asia‐Pacific region where rapid growth has challenged the capacity of people and organizations to adapt. It has become increasingly clear that learning is now the keystone to bringing about change at both the personal and organizational levels. This article examines the role which system‐level leaders in public sector organizations play in creating learning organizations. It discusses tools which system leaders may use to establish conditions that support development of a learning organization.

Citation

Hallinger, P. (1998), "Increasing the organization’s IQ: public sector leadership in Southeast Asia", The Learning Organization, Vol. 5 No. 4, pp. 176-183. https://doi.org/10.1108/09696479810228540