Organisational Learning as a Communication and Knowledge Process: The Transformation of Leadership Role
Organisational Learning as a Communication and Knowledge Process: The Transformation of Leadership Role

Summary/Abstract: It is important for organizations to maintain and support the learning ability and willingness of their members. Leaders play a catalytic role in such organizational communication and knowledge processes. This article is based on a literature review of books, online articles and journals. It first examines the concept of learning in its general meaning and then goes on to discuss the relationship between individual and organizational learning. The interdependent knowledge processes underlying these forms of learning are highlighted and the findings of the three-level learning model according to Argyris/Schön are drawn upon. In this context, the focus is placed on the role of leadership, examining the changing image and understanding of leadership in terms of how it relates to organizational learning processes. Two diametrically opposed concepts of leadership are examined in detail. The question of how leadership can be shaped in times of change in such a way that organizational learning can be promoted and optimized is explored. It should be noted that a modern leadership approach can be considered particularly conducive to elaborate learning and knowledge processes.

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