Abstract
Previous research has shown that military units operating in the context of risky missions display the characteristics of a Learning Organization. The present work provides preliminary exploratory evidence about the association between Learning Organization characteristics and leadership styles used by military leaders in the field. Based on the literature, we hypothesized that higher Learning Organization characteristics would be associated with a more transformational style of leadership that inspires followers. With this purpose, the five characteristics of a Learning Organization as defined by Peter Senge (Systems Thinking, Team Learning, Shared Vision, Mental Models, and Personal Mastery) and leadership styles as defined by the multifactor leadership model of Bass and Avolio (Transformational, Transactional, and Passive-Avoidant), were measured among commanding officers who had recently served in a mission abroad. Associations with organizational outcomes (Extra-Effort, Effectiveness, and Satisfaction) were also investigated for both Learning Organization characteristics and leadership styles. The correlations showed that Learning Organization characteristics were highly related to Transformational leadership dimensions, and also with Transactional leadership based on Contingent Rewards; meanwhile no association was found with a Passive-Avoidant leadership. Organizational outcomes were also related to Transformational leadership, Contingent Rewards and to various characteristics of a Learning Organization. Implications of these results, as well as avenues for future research, are also discussed.
Highlights
In this paper, we seek to gain a better understanding of the characteristics of a LearningOrganization in the context of military organizations, with a particular focus on the role of different leadership styles in the development of those characteristics
Learning Organization characteristics were highly related to Transformational leadership dimensions, and with Transactional leadership based on Contingent Rewards; no association was found with a Passive-Avoidant leadership
The present paper investigates the role of Transformational leadership in developing Learning Organization characteristics, hypothesizing this could be an important condition for adaptation in the uncertain and dangerous context such as military missions abroad
Summary
We seek to gain a better understanding of the characteristics of a LearningOrganization in the context of military organizations, with a particular focus on the role of different leadership styles in the development of those characteristics. As only little attention has been dedicated to the application of Learning Organization ideas and practices within military institutions, Stothard, Talbot, Drobnjak and Fischer [5] found it valuable to compare the learning cultures of headquarters and brigades within the Australian Army. While their results suggest that headquarter and brigade elements within the Australian Army express similar learning behaviors to those found in Learning Organizations, their work acknowledged the impact of diversity within large organizations on various dimensions of a Learning Organization
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
