Access the full text.
Sign up today, get DeepDyve free for 14 days.
Loading next page...
/lp/emerald-publishing/ambiguity-ruth-and-propitiation-YURETT8vWZ
References
References for this paper are not available at this time. We will be adding them shortly, thank you for your patience.
- Publisher
- Emerald Publishing
- Copyright
- Copyright © 2000 MCB UP Ltd. All rights reserved.
- ISSN
- 0969-6474
- DOI
- 10.1108/09696470010352981
- Publisher site
- See Article on Publisher Site
Abstract
Argues that leadership in a learning organization is only accorded to those who situationally articulate its cultural beliefs. Normative attitudes are not a mainstay, yet the more abundant the learning potential the more scope there is for ambiguity which frequently militates against effective organization. In addressing this there is no scope for ruthless leadership because it drives away innovation, but in the inevitable demand for focus some learners surely suffer and the leader must merit propitiation for decisions engineered. The argument is illustrated from the author's own workplace role with a myriad innovative ideas which have blossomed.
Journal
The Learning Organization – Emerald Publishing
Published: Dec 1, 2000
Keywords: Learning organizations; Leadership; Virtual universities