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Leading Organizational Learning Through Authentic Dialogue

Richard Ivey School of Business, The University of Western Ontario, Canada, dmazutis{at}ivey.uwo.ca

Natalie Slawinski

Richard Ivey School of Business, The University of Western Ontario, Canada, nslawinski{at}ivey.uwo.ca

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 self-awareness, 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 organizational learning literatures and offer suggestions for future research.

Key Words: authentic leadership • dialogue • organizational learning

Management Learning, Vol. 39, No. 4, 437-456 (2008)
DOI: 10.1177/1350507608093713


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