The Learning Organisation: Leader as Designer, Teacher and Steward

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