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The purpose of the paper is to discuss about being a resonant leader during a change process of learning, unlearning and relearning.

The paper is a viewpoint.

To embrace and accept change in the organization, emotionally intelligent resonant leaders are required who would guide them through shared vision, compassion and overall positive moods.

The paper makes a pioneering effort to explain new type of leadership style necessary for any change to occur in the organizations.

Contemporary organizations emphasize upon continuous learning to be able to face the environmental dynamism and further build a learning organization. The purpose of this paper is to reflect the conceptual framework of learning organization, integrating variables at individual, team, and organizational levels.

The framework has been devised through the review of literature from 1950s to 2014 using the databases of EBSCO, Emerald, Proquest, Science Direct, and Scopus to ensure the reliability.

The variables are resonant leadership style, knowledge management, intrapreneurship, total quality management (TQM), and supportive learning culture. Resonant leaders are emotionally intelligent leaders who evoke positive emotions among their subordinates through setting an example, ensuring mindfulness, hope, and compassion. Knowledge management is basically creating, transferring, maintaining, and organizing knowledge in organizational repositories. Intrapreneurship is the initiative and risk taken by the employees. TQM is a management practice that promotes total involvement, continuous improvement, and reflexive decisions taken by team members. Supportive learning culture pushes individuals toward a common goal, which is further facilitated, by open communication, affective and cognitive trust, and organic structure. These factors pose as enablers to foster continuous learning among employees. A learning organization, therefore, can establish a strong employer brand by enhancing employees’ emotional attachment and further aides’ attraction and retention of talent.

So far, all these important variables have been ignored in the academic literature especially in the context of educational institutes as learning organizations. Also, there is a void in academic literature with respect to integrated model of learning organization. In this way, the paper tries to fill the gap by developing a conceptual framework of learning organization, followed by discussion and managerial implications.

This paper aims to study the antecedents and consequences of learning organizations (LOs) in Indian higher educational institutes.

The methodology used is survey-based. Primary data were collected from 300 faculty members of Indian higher educational institutes.

It was found that all the variables, i.e. resonant leadership (RL), knowledge management, intrapreneurship and total quality managt1ent, have a significant moderate impact on LO. It has also been found that LO results in strong employer branding.

Discussions are performed and conclusions are drawn in the context of existing literature. The study bears implications for researchers to take on similar research in other contexts.

The study bears significant implications for faculty members working in higher educational institutes. It is suggested that RL should be used to contribute toward LOs in institutions. Moreover, this would make the institute emerge as a strong employer brand.

This paper identifies significant antecedents and consequences of LOs. It is a pioneering effort to use all these variables together as predictors of LO in Indian context.