An exploration of how organisational learning contributes to building change leadership capability : a multiple case study

Abstract

The need for effective change leadership in organisations has become more important due to the ongoing pressures and demands for strategic rethinking and adaptation. However, in facilitating change, many organisations fail to leverage the role of leaders at multiple levels in the organisation. Scholars and practitioners suggest that there should be a greater focus on developing change leadership capability. The objective of this research was to explore how organisational learning influences change leadership capability. The study adopted a cross-sectional, explorative, qualitative multiple case study using three planned change programmes implemented by three multi-national organisations operating in emerging markets. This study identified learning mechanisms that organisations can use to build their change leadership capability. The study found that individual learning mechanisms enable the acquisition of organisational learning capability, learning through others enables the transfer of organisational learning capability, and formal organisational learning support mechanisms enable the integration of organisational learning capability. Furthermore, this study revealed that learning orientation, leadership, human resources, organisational culture and organisational structure facilitated organisational learning in building change leadership capability. This study also found six components of change leadership capability that can be learned through organisational learning: framing the change, enabling others to lead the change, preparing for the change, engaging others in the change, monitoring the change, and learned traits. A model has been developed to guide managers and HR practitioners on more effectively developing change leadership capability through organisational learning. The research outcomes contribute to change literature.