A multilevel approach to building and leading learning organizations

By S. Hannah, P. Lester. 2009

276 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2ee04f99b3f6a018e27f3eabbab0735998317cee

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Leader development and the dark side of personality. (2011, background): “…in goal orientation, selfawareness, developmental efficacy or confidence, self-complexity, andmeta-cognitive ability all have a role to play in determining which individuals will bemost receptive to developmental interventions (Avolio & Hannah, 2009; Hannah & Avolio, 2010; Hannah & Lester, 2009).”
Model of complexity leadership development (2013, background): “Creating knowledge is therefore a social process that requires people to make sense of information, generate new meaning and cocreate new understanding (Chiva, Grandio, and Alegre 2010; Hannah and Lester 2009).”
Leader and follower attachment styles: Implications for authentic leader–follower relationships (2014, background): “Finally, using a sample of military cadets, Harms, Spain, and Hannah (2011) demonstrated that subclinical traits impacted leader development, with “dark side” traits influencing the developmental trajectory of leaders.”
A framework for examining leadership in extreme contexts (2009, methodology): “This is similar towhat has in the learning literature been called an ambidextrous organization that can flex between exploitation and exploration (Hannah & Lester, 2008; March, 1991).”
A framework for understanding leadership and individual requisite complexity (2011, background): “Leaders are an important part of such processes (Hannah & Lester, 2009), providing feedback that encourages the exploration of ideas and new possibilities, or alternatively, feedback that limits creativity and invention.”
The combined influence of top and middle management leadership styles on absorptive capacity (2012, background): “One limitation is that existing work generally examines leadership at a single level in the organization, and researchers have argued that understanding leadership requires going beyond leadership at only one level (Hannah and Lester, 2009; Yukl, 2009).”
Facilitating team learning through transformational leadership (2013, background): “Generally, it is stated that transformational leadership is likely to have a positive impact on learning processes that take place in a group (Hannah and Lester 2009; West 1999).”
Motivating Organizations to Learn (2015, background): “We further argue that masteryoriented cultures encourage interaction across the network; this high network density thus increases the amount of sharing that takes place in terms of ideas, information, beliefs, and knowledge (e.g., Hannah & Lester, 2009; Lechner, Frankenberger, & Floyd, 2010).”