2.3. Leadership Role in a Learning Organization........................
A learning organization requires a different kind of leadership as compared to
conventional leadership in a non-learning organization. Dr. Chaisiri explains this role of a
leader in creating an atmosphere of learning as “In order to motivate personnel to
dedicate their hands, heads and hearts for the organization, an atmosphere of a learning
organization needs to be developed (1997).
In a learning organization, every individual is expected to have leadership
qualities; therefore, in a learning organization leadership role can be seen at different
levels within its structure. The individuals are required to supervise their own task so the
leadership in a learning organization has to exercise little or most of the time no-control.
In a learning organization leadership role of decision making is decentralized and the
other staff also has to provide their input so as to facilitate the decision making process.
In other words decision-making is participatory and therefore, its responsibility is also
shared. Hitt had mentioned about the new role of leaders as “to design the learning
organization and to be a catalyst in promoting effective learning.”(1996)
To understand the leadership in a learning organization we will discuss some of
the leadership qualities required to perform in such organizations. These could be listed
as:
- Supporting and Guiding: As opposed to traditional role of leaders to be
coercive and directive, in a learning organization leaders have to be supportive and
guiding. As individuals are responsible for their performance and are in control of their
work so, leadership in such organization supports them to perform their task efficiently
and effectively, instead of controlling their work and performance. At times when the
staff needs guidance at their work then leaders are supposed to guide them to the right
track. In a learning organization, leaders most of the time are guiding the staff to make
sure that their activities and performance are all directed towards the achievement of the
common goals. Hitt describes the manager’s role as “the manager's principal role has
shifted from controller to catalyst. For some managers, this shift may be threatening.
For others, it will be exhilarating.”(1996)