Abstract
We review theoretical and empirical work relevant to the nexus of leadership with organizational learning. We build on the classic distinction between exploration and exploitation and the 4I framework of organizational learning [Crossan, M. M., Lane, H. W., & White, R. E. (1999). An organizational learning framework: From intuition to institution. Academy of Management Review, 24, 522–537.] to present previous research and offer research directions linking leadership constructs and processes of organizational learning at different levels of analysis. For each of these links, we discuss the mediating effect of organizational context and suggest future research directions. This review is integrated using a model and propositions that depict the role of leaders with regard to new and existing learning.
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