Learning to lead the knowledgeable organization: developing leadership agility

Abstract

Purpose

This paper seeks to identify how leadership can positively influence knowledge work and to explore which leadership practices need to be developed to support organisational learning and agility in the face of continuous change.

Design/methodology/approach

The thinking combines a long history of leadership and change management advice and 12 years of knowledge management research with the insights from a collaborative research project involving 14 large organisations that are members of the Henley KM Forum.

Findings

The result is a framework of 12 leadership agility practices specifically focused on creating conducive conditions for knowledge sharing, learning, engagement and collaboration.

Practical implications

Those responsible for leadership development in the knowledgeable organisation could use this as a well‐grounded starting point for designing learning programs. Leaders in key roles can use it as a gauge for self‐assessment to identify development needs or reflect on how to change their approach when things are not working.

Originality/value

The 12 practices are complementary and mutually supportive. They focus on remedying potential causes of “dis‐ease” in learning and change, caused by the most frequently occurring conflicts and tensions in organisational life.

Citation

McKenzie, J. and Aitken, P. (2012), "Learning to lead the knowledgeable organization: developing leadership agility", Strategic HR Review, Vol. 11 No. 6, pp. 329-334. https://doi.org/10.1108/14754391211264794