‘Learning by talking?’ – The role of local line leadership in organisational learning
Peer reviewed, Journal article
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Original versionSønsthagen, A. G., & Glosvik, Ø. (2020). ‘Learning by talking?’ – The role of local line leadership in organisational learning. Forskning og Forandring, 3(1), 6–27. 10.23865/fof.v3.2124
Organisational learning is the topic addressed in this qualitative comparative case study. The purpose is to investigate the role of local line leadership in professional development processes. Two kindergartens participating in the Norwegian national in-service programme Competence for Diversity were studied. A combination of inductive and deductive analyses led us to introduce two dimensions: leading contextual interplay, with proactive and reactive values, and practice development, with fragmented and integrated values. One of the kindergartens appeared to have organised the professional development process more productively than the other, and the findings point to a combination of integrating dialogues on practice, and proactive managers as possible keys to understanding kindergartens as learning organisations. The model seems to capture, to some extent, the holistic view of the learning organisation as a structured relationship between individual and collective learning. The managerial role as local line leader stands out as important for understanding learning in this type of organisation.