The Learning Organisation: Leader as Designer, Teacher and Steward

This article explores the concept of a learning organisation and the roles of a leader as a designer, teacher, and steward. It discusses the importance of constant learning, collaboration, and innovation in achieving organisational goals. The article also highlights the challenges faced in creating a learning organisation and the benefits it brings in terms of efficiency and skill development.

The Learning Organisation
Leader as Designer, Teacher and Steward
1

Contents
Introduction............................................................................................................................................ 3
The Learning Organisation Theory- Leader as Designer, Teacher and Steward...................................3
Conclusion............................................................................................................................................. 5
References............................................................................................................................................ 6
2

Introduction
The modern business world has become highly competitive (Geppert, 2017). Due to the fierce
competition, the organisations need to transform into dynamic and effective workplaces where
performance can be enhanced. This can only happen if talent of the workforce is aligned with the
organisational goals through able leadership (Kareem, 2016). This can be done in an effective
manner by transforming the organisation into a learning organisation. A learning organisation is a
dynamic organisation where the leader and the workforce strive together to continuously improve the
organisation. The leadership of such an organisation accomplishes transformation through constant
improvement in skillsets and techniques used (Govaerts, et al., 2011). Such an organisation is
innovation oriented.
The Learning Organisation Theory- Leader as Designer, Teacher and Steward
Learning organisation theory deals with the manner in which learning takes place in an organisation
(Pedler & Burgoyne, 2017). This theory emphases on transformation of an organisation’s environment
into one where collaborative efforts are made to learn new ways of accomplishing common goals
(Soliman, 2015). The concept of learning organisation was propounded by Peter Senge in his
research work in early nineties (Pedler & Burgoyne, 2017). In his work he has defined learning
organisation as one which facilitates continuous learning of all its members.
According to Peter Senge, transformation of an organisation into a learning organisation is dependent
on the abilities of the leader to design, guide and steer the organisation towards constant learning
(Pedler & Burgoyne, 2017). Through transformational leadership the talent of employees is harnessed
and they are encouraged to think and learn new skills in collaboration with their peers. This helps in
increasing operative efficiency of the organisation.
Development of a learning organisation requires a desire for change and constant innovation. It also
requires a need for trust and collaboration (Reason, 2011), Business leaders like Bill Gates, Stevie
Jobs, Tim Cook have been able to lead their organisations into innovative and thinking units where
people try to come up with new ideas through team work and collaboration (Orridge, 2017). Able
leaders have the power to create the drive for success, knowledge and change in their subordinates.
Peter Senge has emphasised on the role of leadership in transforming an organisation into a learning
organisation. Senge emphasised on three leadership roles which help in reshaping an organisation
(Murray, 2013).
The first role of leader is as a Designer. This role emphasises the position of a leader as creator of a
common vision with shared values (Murray, 2013). A business leader must create a vision which
appeals to the employees and propels them to make a collaborative effort towards attainment of
business goals. For example, Steve Jobs, the founder of Apple, had created values like respect and
loyalty for co-workers and customers, quality and performance orientation (Apple, 2019). This has led
the company into becoming an innovation-oriented learning organisation. However, this process
needs to be ongoing with complete trust between leader of the organisation and the workers.
As a designer leader also determines strategies, structures and policies for the organisation (Kareem,
2016). The leader also must start a process of continuous learning and improvement. Such policies
are in place in organisations like Apple, HSBC, General Electric and Microdot (Orridge, 2017).
However, in order to create a successful and sustainable learning organisation, effective
collaboration, goal orientation and a hunger for innovation and change is required.
Next role of a leader as per Peter Senge is as a teacher. In this context the role of the leader is to
reshape the mental modals of the workforce. According to Senge, Mental models are the stereotypical
beliefs and attitude which may cause workforce to resist change (Murray, 2013) The leader needs to
tactfully change workforce’s rigid attitudes so that they can look beyond their perceived notions and
superficial conditions to think differently (Sarder, 2016). At HSBC the management and the leadership
encourages the employees to think new things continuously (HSBC, 2018). The employees are
trained to think beyond their cultural confinement and social stereotypes so that they can come up
with new innovative solutions to business problems. However, a leader can succeed in his effort to be
an able teacher only if employees are willing. This can only happen if there is trust between
employees and the leadership.
3

Senge acknowledges another role of the leader is a learning organisation, and that is as a steward.
This role of leader emphasises on the actions and attitude of a leader (Soliman, 2015). According to
this role, leader should not focus on his position and his desire to lead but on his role to serve the
organisation (Sarder, 2016). He should strive towards making the organisation better and futuristic in
nature (Murray, 2013). Business leaders like Bill Gates and Steve Jobs who have steered great
organisations like Microsoft and Apple respectively have reshaped their organisations into business
forces that have innovative strength, team effort collaboration and respect for the society
(Samantaray, 2017). These business leaders focused on organisational goals and struggled to
improve it through their handwork and belief in serving the organisation for attainment of the goals.
Therefore, a leader’s role is vital in a leaning organisation. A leader can create an atmosphere in the
organisation in which service to the organisation is more important than positions and social status.
A learning organisation exists and functions in a learning environment (Kareem, 2016). Additionally, in
a learning organisation new patterns of thinking are nurtured and people are encouraged to expand
their capabilities (Kareem, 2016). According to Senge, there are five disciplines or five dimensions
which determine the success of a learning organisation. These are-
An organisation is a system comprising of smaller units or system (Samantaray, 2017). For a
successful transformation into a learning organisation, the leader of the organisation should be able to
understand the whole system along with all its components. This attains cohesiveness of all systems
which in turn causes all the systems towards goals achievement through learning and innovation.
The leader and the workforce in a learning organisation must identify the vision and channelize their
energy to attainment of that vision through constant leaning (Geppert, 2017). Organisations like HSBC
encourage their employees to nurture their talents in organisational work so that they can peruse
personal career development along with organisation growth (HSBC, 2018)
As per Senge, there are deeply ingrained thoughts, beliefs, generalisations and images in our mind
(Sarder, 2016). He called them mental models. In order for an organisation to become learning
organisation, these preconceived notions need to be recognised and challenged (Soliman, 2015). In
other words, people in an organisation become used to working in a certain way. However, a leader of
a learning organisation must encourage people to think beyond set ways and patterns. (Samantaray,
2017). Toyota is an organisation which encourages its employees to indulge in self-reflection to come
up with ideas to turn around failed projects (Sarder, 2016)
Creation of a shared vision which promises a better future can go a long way in the success of a
learning organisation (Soliman, 2015) . A leader can share his vision with his subordinates by creating
a picture of what they will gain when the vision is realised. This may include better career
opportunities or better working conditions. The key to shared vision is to influence the workers through
dialogue, enthusiasm and commitment (Govaerts, et al., 2011). This will propel all employees to work
in the same direction which in turn will enhance shared learning.
Through team work the teams with in an organisation thinks together and arrive at ways to resolve
issues and achieve common goals (Sarder, 2016). This leads to team learning. Team thinking
concept is very common in modern business organisations. Companies like HSBC, Starbucks,
General electric etc distribute workload to teams which have a team leader (Sarder, 2016). This helps
the firm in reducing work load on one person. It also helps in inducing sense of belongingness,
togetherness and team spirit which helps in new learning, innovation and new ideas.
Therefore, a successful learning organisation have system thinking, shared values, drive for change
and team learning.
A learning organisation has the ability to create great vison for a better future. However, Creation of a
learning organisation and evolving a culture of learning come with its own challenges (Soliman, 2015),
A few of them are-
A leader alone cannot build a learning organisation. He must bring forth the desire to learn in the
workforce (Kareem, 2016). A major challenge is to make the employees understand that learning will
improve their professional life in the long run.
Creation of a learning organisation delivers long term gains in terms of efficiency and skills. However,
initially it requires resources and funds to initiate training and development (Sarder, 2016). This can
be a major challenge for the business leader. Creation of a learning organisation means constant
4

change. However, change breeds fear in the minds of the workforce (Govaerts, et al., 2011).
Therefore, a major challenge is to tackle the fear in the minds of the workforce regarding the changes.
Conclusion
A learning organisation can achieve the organisational goals in a more effective and efficient manner
because of constant innovations and improvements in skills sets. However, the learning organisation
can only be developed if the leader has a vision for participation, innovation and constant
improvement. Additionally, for achievement of a learning organisation requires willingness of
employees to learn new things.
5

References
Apple, 2019. https://www.apple.com/. [Online]
Available at: https://www.apple.com/
Geppert, N., 2017. Beyond the Learning Organisation: Paths of Organisational Learning in the East
German Context: Paths of Organisational Learning in the East German Context. New York:
Routledge,.
Govaerts, N., Kyndt, E., Dochy, F. & Baert, H., 2011. Influence of learning and working climate on the
retention of talented employees. Journal of workplace learnin, 23(1), pp. 35-55.
HSBC, 2018. About Us. [Online]
Available at: www.hsbc.com/our-approach/our-values
[Accessed 8 August 2017].
Kareem, J., 2016. The Influence of Leadership in Building a Learning Organization. IUP Journal of
Organizational Behavio, Volume 15, p. 1.
Murray, J., 2013. Designing and Implementing Effective Professional Learnin. Newbury Park: Corwin
Pres.
Orridge, M., 2017. Change Leadership: Developing a Change-Adept Organization. New York:
Routledge,.
Pedler, M. & Burgoyne, J. G., 2017. Te learning organisation still alive?. The Learning Organization,
24(2), pp. 119-126.
Reason, C., 2011. Leading a Learning Organization: The Science of Working With Others.
Bloomington: Solution Tree Press.
Samantaray, S., 2017. Creating Healthy and Learning Organisations: A Handbook for Practitioners.
Lunawada: Sudhir K. .
Sarder, R., 2016. Building an Innovative Learning Organization: A Framework to Build a Smarter
Workforce, Adapt to Change, and Drive Growth. New Jersey: John Wiley & Sons.
Senege, P., 2010. The Fifth Discipline: The Art and Practice of the Learning Organization: First
edition. New York: RandonHouse .
Soliman, F., 2015. From Knowledge Management to Learning Organisation to Innovation: The Way
Ahead. Cambridge: Cambridge Scholars Publishing.
6

7