To read the full version of this content please select one of the options below:

Leadership learning: key to organizational transformation

Sharon Varney (Space for Learning, Hertford, UK.)

Strategic HR Review

ISSN: 1475-4398

Article publication date: 20 June 2008

Abstract

Purpose

This paper aims to explore how strategic HR professionals might create the conditions for leadership learning to play a key role in supporting organizational transformation.

Design/methodology/approach

Drawing on research into learning in complex organizations, the paper applies six different lenses to consider what made a real leadership development program successful as an enabler of change.

Findings

It highlights some of the apparently small things that made a huge difference to the impact of the leadership learning investment and includes practical advice for HR professionals on how to apply this thinking to their own leadership development programs.

Practical implications

It introduces a simple model that can be used to consider some of the complex contextual dynamics of leadership learning and other forms of organizational learning.

Originality/value

Strategic HR practitioners are encouraged to consider their own leadership learning initiatives in terms of a broader range of influences that have an impact in complex organizations.

Keywords

Citation

Varney, S. (2008), "Leadership learning: key to organizational transformation", Strategic HR Review, Vol. 7 No. 4, pp. 5-10. https://doi.org/10.1108/14754390810880471

Publisher

:

Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited