Conclusion

In this chapter, an in-depth meaning of leadership and a full understanding of management and leadership in the context of a learning organization was developed.  Use these concepts to draw connections to the other concepts present in future chapters.

A review of this chapter’s major conclusions, include:

  1. Autocratic, participative, free-reign (laissez-faire), and democratic leadership was explained. Identified how autocratic and free-reign essentially lie on opposite sides of the leadership spectrum.
  2. Through the actions of planning, goal making, and creating timelines, certain leadership traits of transactional, transformational, visionary and charismatic leadership came to the forefront.
  3. The behavioural leadership studies done by Ohio State University and the University of Michigan showed how both studies reflected the idea of encompassing all traits.
  4. Power can be used in many ways (i.e. knowledge, status, gifts, force etc.).  It depends on the organizational context and the goals of facilitative learning and critical thinking in learning institutions.

This chapter concludes the beginning section of outlining the basic concepts relevant to leadership and management within a learning organization. The next chapter will incorporate the organizational structure and connect the world of entrepreneurship to the concept of learning and education.

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Leadership and Management in Learning Organizations by Clayton Smith; Carson Babich; and Mark Lubrick is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted.

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