Leading Organizational Learning Through Authentic Dialogue

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Authentic leadership, employees’ job satisfaction, and work engagement: a hierarchical linear modelling approach (2014, background): “Authentic managers also encourage learning in followers, creating conditions for the followers’ own positive development (Mazutis & Slawinski, 2008).”
Creating learning organizations: a systems perspective (2010, background): “Senge’s model lends itself to qualitative research (Flood, 1999; Hong et al., 2006; Mazutis and Slawinski, 2008) whereas its quantitative applications are far less frequent.”
Toward a Relational Theory of Employee Engagement: Understanding Authenticity, Transparency, and Employee Behaviors (2020, background): “Prior empirical studies found a significant relationship between managers’ authentic leadership behavior and an organization’s transparent culture (Mazutis & Slawinski, 2008).”
Organizational investments in social capital, managerial coaching, and employee work-related performance (2011, background): “For example, it is quite possible that, instead of facilitating generative individual and organizational learning through knowledge sharing and authentic dialogue among employees (Mazutis and Slawinski, 2008), groupthink may emerge which can have harmful consequences.”