Distributed Leadership and Organizational Learning: 
Empirical Evidence from R&D Departments

Lei Su; Moldabekova Aisulu

doi:10.70711/frim.v4i8.10004

Distributed Leadership and Organizational Learning: Empirical Evidence from R&D Departments

Lei Su, Moldabekova Aisulu

Abstract

Knowledge-intensive industries are now in demand for organisational learning, but the ideal leadership structure to drive this learning has not been determined yet. Vertical leadership (at the top of the organisation) provides direction and accountability, but may also limit
exploration and experimentation, and thus reduce the sense of psychological safety for learning. Departmental autonomy moderates the distributed leadership-learning relationship, and thus, the positive effect is strengthened under high formal autonomy. Provide some specific suggestions on how to improve the system of leadership in research and development to enhance learning effectiveness.

Keywords

Distributed leadership; Organizational learning; R&D departments; Psychological safety; Knowledge networks; Departmental autonomy; Knowledge acquisition; Information sharing; Leadership dispersion

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DOI: http://dx.doi.org/10.70711/frim.v4i8.10004

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