Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.669603
Title: Leadership and followership practices in learning organisations : a case study of Abu Dhabi Education Council
Author: Al Kalbani, Mariam
ISNI:       0000 0004 5369 1853
Awarding Body: Lancaster University
Current Institution: Lancaster University
Date of Award: 2015
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Abstract:
This thesis studies the relationship between practices in learning organisation and social practices at the Abu Dhabi Education Council (ADEC). The research domain was broken down into six research (questions), which affect the development of a learning organisation at ADEC. 1) What is the impact of the roles of leaders on developing learning organisation characteristics with in ADEC? 2) What is the impact of the relationship between leaders and followers on developing learning organisation characteristics with in ADEC? 3) What is the impact of training and professional development on developing learning organisation characteristics with in ADEC? 4) What is the impact of social practices on developing learning organisation characteristics with in ADEC? 5) What is the impact of the teamwork on developing learning organisation characteristics with in ADEC? And 6) What is the impact of organisational factors (vision and mission of ADEC, division of work, information and reward system) on developing learning organisation characteristics with in ADEC? In order to answer the six research questions, interviews and focus groups were conducted with leaders and followers. The sample of study accounted for 10 leaders and 20 followers, four focus groups were conducted (two with leaders and two with followers) where 32 participants took part in the focus groups. The results of the study indicate that leaders do not play a supervisory or coaching role in the departments, which enables followers to work towards achieving the goal of being part of a learning organisation. The study found that leaders and followers have developed a good relationship based on accountability and transferability, and this has helped to transform ADEC into a learning organisation. It also shows that followers have not yet developed sufficient skills through training and workshops and formal education to enable them to learn. The study shows that social practices were the main motivator, encouraging leaders and followers to learn from one another and from expatriates. To summarise briefly, it can be concluded that ADEC has not yet become a learning organisation, and that further work is required to develop the role of its leaders, the relationship between its leaders and followers, and an effective reward system, as well as multiple sources of information.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.669603  DOI: Not available
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