Leadership as a Process to Create Organizational Culture and Group Learning

By Francesco Sofo, Salvatore Ammirato and Michelle Sofo.

Published by Organizational Cultures: An International Journal

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Article: Print $US10.00
Article: Electronic $US5.00

Effective leadership co-creates a learning culture through the application of learning and development, thus transforming the tacit and covert cultures into the explicit. The essence of learning cultures can be understood as a range of complex relationships such as person-to-person relationships. For learning cultures to be productive within organizations, the learning (work) needs to be captured, realized, transformed and re-worked. This requires relationships within an organization that support all types of learning across the organization. Learning is a relational concept and a social construct, intrinsically bound to the environments and by its nature involves interaction among individuals or between an individual and the surroundings. Learning relationships need to be nurtured among organizational members where senior staff can act as coaches and mentors to more junior staff. Mentoring and leveraging leadership capability are ideal points of action for transforming the tacit to the explicit. Effective leadership co-creates organizational cultures and effects group learning through the power of established (formal and inferred) protocols that shape relationships.

Keywords: Organizational Culture, Learning Culture, Leadership Learning and Performance

Organizational Cultures: An International Journal, Volume 12, Issue 1, pp.71-84. Article: Print (Spiral Bound). Article: Electronic (PDF File; 266.187KB).

Prof. Francesco Sofo

Professor, Faculty of Education, University of Canberra, BRUCE, ACT, Australia

Professor of Education and Fellow of the Australian Human Resource Institute. Career goal is to be the best he can in assisting in the learning and development of individuals, teams and organisations.

Dr. Salvatore Ammirato

Researcher - Assistant Professor, Department of Mechanical, Energetic and Management Engineering, University of Calabria, Rende (CS), Italy

Salvatore Ammirato, PhD is a Researcher and Assistant Professor at the Department of Mechanical, Energetic and Management Engineering, University of Calabria, Italy, and External Researcher at the Centre for research in Transnational Education, Leadership and Performance, University of Canberra, Australia. Since 2005, he teaches undergraduate and graduate courses in Information Management and Business Process Management. His main research interests are organizational learning, collaborative networks and business information management.

Dr. Michelle Sofo

Faculty of Education, University of Canberra, Bruce, ACT, Australia