The purpose of this paper is to explore the dynamics of “leadership and organizational learning” process and the factors that shape this process. Building upon the ideas of transformational and transactional leadership (TFL and TAL), explorative – and exploitative – learning (ERL and ETL), dynamic capabilities (DCs) and intellectual capital architecture (ICA), this paper develops a model of organizational learning. The model explains how leadership styles trigger versatile learning, and how DCs and ICA of a firm influence this process.,This paper builds upon a systematic review of the literature to develop propositions delineating the complex and poorly understood relationship between leadership styles, organizational learning and the role of DCs and ICA in this process. The paper develops multiple propositions, which together constitute an overarching framework explaining how leadership styles shape organizational learning.,Leadership approaches, DCs and ICA of a firm all have a differential effect on ERL and ETL. TFL and TAL promote ERL and ETL, respectively. The presence of DCs facilitates the effect of TFL in supporting ERL but negatively influences the role of TAL in ETL. The effect of ICA is discussed in terms of knowledge stocks (generalist vs specialist), social architecture (entrepreneurial vs cooperative) and organizational capital (organic vs mechanistic). The generalist knowledge facilitates TFL → ERL, while the specialist knowledge facilitates TAL → ETL path. Entrepreneurial architectures are suitable for TFL → ERL, while cooperative structures promote TAL → ETL trajectory. Finally, organic systems facilitate TFL → ERL, while the mechanistic systems promote TAL → ETL.,The key contribution of the paper is in developing a model furnishing profound insights into leadership approaches and organizational learning and the role of two critical factors. To the best of the author’s knowledge, these aspects have not been discussed in a unified framework in the previous studies. Hence, the paper is novel in its contribution.

中文翻译：

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战略领导和灵巧学习

本文的目的是探讨“领导力和组织学习”过程的动态以及影响该过程的因素。基于变革型和交易型领导（TFL和TAL），探索性和剥削性学习（ERL和ETL），动态能力（DC）和智力资本架构（ICA）的思想，本文建立了组织学习模型。该模型解释了领导风格如何触发通用学习，以及公司的DC和ICA如何影响这一过程。本文基于对文献的系统回顾，提出了命题，描述了领导风格，组织学习与领导之间复杂而难以理解的关系。 DC和ICA在此过程中的作用。本文提出了多个命题，它们共同构成了一个总体框架，解释了领导风格如何影响组织学习。，领导方法，公司的DC和ICA对ERL和ETL都有不同的影响。TFL和TAL分别促进ERL和ETL。DC的存在促进了TFL在支持ERL中的作用，但对TAL在ETL中的作用产生了负面影响。ICA的影响从知识存量（一般主义者与专家），社会架构（企业家与合作社）和组织资本（有机与机械）方面进行讨论。通识知识有助于TFL→ERL，而专科知识则有助于TAL→ETL路径。企业家体系结构适用于TFL→ERL，而协作结构则可促进TAL→ETL轨迹。最后，有机系统有助于TFL→ERL，虽然机械系统促进了TAL→ETL。但是，本文的主要贡献在于开发了一个模型，该模型提供了对领导方法和组织学习以及两个关键因素的作用的深刻见解。据作者所知，在以前的研究中，还没有在统一的框架中讨论过这些方面。因此，本文的贡献是新颖的。