HUMAN RESOURCES

ENVIRONMENT
The Concept of The Learning
Organization
Leadership for Learning & Performance

WHAT IS A LEARNING
ORGANIZATION?
According to Marquardt and Kearsley (1999), who describe a learning
organization as having a strong capacity to collect, store and
transfer knowledge and so transform itself, and which uses
technology to optimize both learning and productivity
Watkins and Marsicks (1993) idea of a learning organization is based
on team-building, in which the organizations capacity for innovation
and growth is constantly being enhanced, leading to continuous
growth and transformation
Senge, (1990) is like systems thinking' which is about developing
people who learn how to surface and restructure mental models
collaboratively.

WHAT DOES A LEARNING ORGANIZATION

LOOK LIKE?
The ability to transfer
knowledge quickly around the
organization as one of the key
components of a learning
organization, as well as the
ability to experiment and learn
from experience.

Ability

Experien
ce

Learning
Organization

ORGANIZATIONAL LEARNING & LEARNING

ORGANIZATIONS
Organizational Learning as a reflective process, played out by members at all
levels of the organization, that involves the collection of information
from both the external and internal environments, followed by
filtering of the information through a collective sense making
process, which results in shared interpretations that can be used to
instigate actions resulting in enduring changes to the organizations
behavior and theories in use.
Gathering
Information

Filtering
Information

Interpreting
information

Social Process

Organizational Learning is refers to proactively creates, acquires, and transfers

knowledge throughout the organization.

4 (FOUR) PERSPECTIVE OF LEARNING

ORGANIZATION

A
systems
Perspecti
ve

A
Learning
Perspecti
ve

A
Strategic
Perspecti
ve

An
Integrati
ve
Perspecti
ve

A MODEL FOR LEARNING

ORGANIZATIONS

ORGANIZATIONAL LEADERSHIP &

THE SCHOOL ADMINISTRATION
Leadership as an influence process directed at either individual or a group, with
the ability to get others to behave as manager intended.
There are several basic element s to identified the definition of leadership:
1. Leadership as focus of group processes
2. Leadership as a personality and its effects
3. Leadership as the art of inducing compliance
4. Leadership as the exercise of influence
5. Leadership as an act or behavior
6. Leadership as a form of persuasion
7. Leadership as an instrument of goal achievement
8. Leadership as an effect of interaction
9. Leadership as a differential role
10. Leadership as the initiation of structure

THE CONCEPT OF LEADERSHIP

The Classical Theory Perspective: finds the leader in
the upper reaches of the hierarchy and
endowed with natural psychological traits that
give him or her advantages over most
mortals. (the leaders are born and not made)
The Social System Perspective: involves a situational
view of leadership. As the relationship among
environment, organization, and workers
change, so must the leadership in response to
the new situation (the democratic leadership
procedures)
The Open System Theory: suggests that the leader
works to establish an effective fit between the
internal and external environment of the
organization.

People

Process

Structu
re

THE PERSONAL ATTRIBUTES FOR

LEADERSHIPS
Capac
ity
Achie
veme
nt

Situat
ion
Attribut
es
For
Leaders
hip

Respon
sibility

Status

Partici
pation

TRANSFORMATIONAL LEADERSHIP
Leadership are viewed as transactional
Transactional for establishing negotiated arrangement that satisfy
participants who then agree to course of action.
Transformation leadership as higher order of change that
establishes an integrative fit between the processes and products of
the internal and external environments.
Transformation leadership takes the form of leadership as building
Strategy longterm planning

Read the
changing the
nature situation

The idea to make

action plans

HOUSE & DESSLER ON TYPE OF LEADERSHIP

STYLE

Directive
leadership

Supportive
leadership

Achieveme
nt-oriented

Participativ
e
leadership