Leadership and organizational learning: A multiple levels perspective

By Yair Berson, Louise A. Nemanich, David A. Waldman, Benjamin M. Galvin, Robert T. Keller. 2006

303 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/56cc876fb0144a3177544644704807b17a676183

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. S. Hannah
2. R. Lord
3. Jessica E. Dinh
4. Peter Y. T. Sun
5. Marc H. Anderson
6. R. Liden
7. P. Lester
8. Jeremy D. Meuser

In Strategy and Management

1. Peter Y. T. Sun
2. Marc H. Anderson
3. S. Hannah
4. G. Yukl
5. R. Lord
6. Natalie Slawinski
7. W. Gardner
8. P. Lester

Citations in the corpus

• Leading Organizational Learning Through Authentic Dialogue (2008, background): “two fi elds of leadership and organizational learning have therefore remained for the large part disconnected (Berson et al., 2006).”
• Leading organizational learning: Reflections on theory and research (2009, background): “Relationships discovered in empirical studies of learning in teams and organizations provide another source of ideas for inductive development of theoretical propositions about the potential influence of leaders on this learning (e.g., Berson et al., 2006).”
• Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives (2014, background): “To illustrate the types of insights that accrue from adopting compilational perspectives, we focus on two streams of research that exemplify these approaches: the complexity theory of leadership (Marion & Uhl-Bien, 2001), and leadership for organizational learning and knowledge (Berson et al., 2006;”
• A multilevel approach to building and leading learning organizations (2009, background): “Most central to our focus here, Berson et al. (2006) and Vera & Crossan (2004) have made important advances in multilevel models that link leadership and organizational learning.”
• The combined influence of top and middle management leadership styles on absorptive capacity (2012, background): “Transformational leaders are known to facilitate conversations and storytelling, and to encourage individuals to question current practices (Berson et al., 2006).”