CoChat
Sign Up
Cited by 137Organizational Learning and LeadershipInnovative Education and Learning PracticesLeadership and Management in Organizations

The DOI matches its Crossref record; 56 of the 56 references it cites were found in a registry or an index.

Cultivating a culture of learning: the role of leadership in fostering lifelong development

Ahsan, Muhammad Junaid·2025·The Learning Organization
DOI 10.1108/tlo-03-2024-0099
Open this paper in CoChat — free account

Abstract

Purpose: Leadership is key to building a culture of continuous learning within organizations. This study aims to explore the pivotal role of leadership in creating a culture of constant learning within organizations by bibliometric and content analysis. It also introduces propositions and frameworks that emphasize the importance of fostering a growth mindset, encouraging knowledge sharing, promoting learning agility and leveraging technology to support lifelong development. Design/methodology/approach: Using data from the Web of Science Core Collection, the author performed a complete analysis of publication features, collaboration networks and keywords in the field using VOSviewer software. Furthermore, drawing on social cognitive theory, this paper also presents propositions that integrate key concepts and strategies for fostering a culture of learning. Findings: The data shows a large increase in publications on leadership and organizational learning, particularly since 2000, indicating an increasing interest and importance in this field. The author proposes leaders who demonstrate a commitment to continuous improvement and invest in learning resources empower their teams to embrace new challenges and explore innovative solutions. By fostering a culture of learning, organizations can enhance employee engagement, foster creativity and innovation and adapt more effectively to changing market dynamics. Originality/value: This study offers a unique perspective on the role of leadership in driving learning and development initiatives. By implementing the principles, organizations can create a competitive advantage by cultivating a workforce that is agile, resilient and equipped to thrive in an ever-changing world.

Overview

Integrity signals

Registry

Crossref · 10.1108/tlo-03-2024-0099

Cites

56 of 56 references verified0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Verification

Claims the paper makes

We couldn’t retrieve this paper’s full text, so its claims and self-check weren’t run. The registry and citation checks still apply.

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

Citations

Cites

Show all 56 references

Research works printed but not linked: 11

  1. 1986, Social foundations of thought and action, 23
  2. 1977, Social learning theory
  3. 2006, Transformational leadership
  4. 2006, Mindset: the new psychology of success
  5. 2015, Why organizations don’t learn, Harvard Business Review, 110
  6. 2018, Innovation and Change in Jesuit Education: Horizon 2020
  7. 2021, Industry-Academia collaboration in research and innovation projects, A Knowledge Management Perspective.
  8. 2022, Developing a digital mindset, Harvard Business Review, 50
  9. 2009, The knowledge-creating company, 175
  10. 2023, Navigating unpredictability: Exploring fundamental components of crisis management in organizational settings, Excellencia: International Multi-Disciplinary Journal of Education (2994–9521), 1
  11. 1996, Leading learning organizations, Training & Development, 36

Cited by

Sorted by citations

Related

See all

Metadata

Authors
Ahsan, M. J.
Affiliations
University of Pisa (IT)
Corresponding author
Ahsan, Muhammad Junaid
ORCID
Ahsan, Muhammad Junaid
Venue
The Learning Organization
Publisher
Emerald
Published
2024-08-30
Volume
32
Issue
2
Pages
282-306
ISSN
  • 0969-6474 (ISSN-L)
  • 1758-7905
DOI
10.1108/tlo-03-2024-0099
OpenAlex
W4401948204
Cited by
136
References
56
Citations by year
2026: 71 · 2025: 64 · 2024: 1
FWCI
68.34
Type
journal article
Language
en
Open access
closed
Licence
www.emerald.com/insight/site-policies (tdm)
Locations
The Learning Organization (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Learning and Leadership
  • Social Sciences › Education › Innovative Education and Learning Practices
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
Keywords
learning culture, leadership, lifelong learning, growth mindset, knowledge sharing, learning agility, technology-supported learning, employee engagement, innovation, social cognitive theory, continuous improvement, workforce development

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review