Leading Organizational Learning Through Authentic Dialogue Essay

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Management Learning http://mlq.sagepub.com/ Leading Organizational Learning Through Authentic Dialogue Daina Mazutis and Natalie Slawinski Management Learning 2008 39: 437 DOI: 10.1177/1350507608093713 The online version of this article can be found at: http://mlq.sagepub.com/content/39/4/437 Published by: http://www.sagepublications.com Additional services and information for Management Learning can be found at: Email Alerts: http://mlq.sagepub.com/cgi/alerts Subscriptions: http://mlq.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://mlq.sagepub.com/content/39/4/437.refs.html >> Version of Record - Aug 15, 2008 What is This? Downloaded from mlq.sagepub.com at University of Technology Sydney on January 22, 2013 Management Learning Copyright © 2008 Sage Publications Los Angeles, London, New Delhi and Singapore http://mlq.sagepub.com Vol. 39(4): 437–456 1350–5076 Article Daina Mazutis Richard Ivey School of Business, The University of Western Ontario, Canada Natalie Slawinski Richard Ivey School of Business, The University of Western Ontario, Canada Leading Organizational Learning Through Authentic Dialogue1 Abstract This article explores how authentic leaders enable learning in organizations through the mechanism of dialogue. Using Crossan et al.’s multi-level framework, we examine how top managers who exhibit the authentic leadership capabilities of selfawareness, balanced processing, self-regulation and relational transparency can shape an organizational culture characterized by authentic dialogue. This culture then supports feed-forward and feedback learning across individual, group and organizational levels, promoting and reinforcing double-loop learning. We develop propositions that integrate the leadership and

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