Impact of Leadership Styles of Managers on Implementation of Learning Organization Concept at Postbank

Abstract

The study was set to analyze impact of manager's leadership style on implementation of learning organization concept at Postbank. The objective of the study was to determine the Leadership styles that would be most appropriate for implementing a successful and sustainable Learning Organization. The study adopted a case study research design. This method was most appropriate because it examined strategies already in place, the study units were also be able to provide more information. Primary data was collected using an interview guide. The interview guide used to collect primary data consisted of two sets of questions, A Learning Organization assessment (LOA), developed by Peter Kline and Bernard Saunders. For determining the degree to which the respondent believes in his or her organization possesses the characteristics of a Learning Organization and a Leadership Profile Assessment (LPA) developed by Marshal Sashkin and William E Rosenbach were used for determining leadership behaviour and characteristics. The data was analyzed using content analysis. The study found that there is a distinct relationship between the department head leadership profile and the ability of the department head to lead and create a learning organization. The results indicate that the best leaders at creating a learning organization are balanced in transactional leadership, transformational behaviors, and transformational characteristics. However, while maintaining a balance in all three areas, the most successful leaders at creating a learning organization seemed to excel in the transformational leadership characteristic style