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A learning culture, as part of every component and upheld by all

stakeholders, must be the cornerstone of the learning organisation and

literature confirms that it is the leadership of an organisation that sets the

tone and influence the transformation in an organisation ( Xie, 2020).

Since the 1980s,

transformational

leadership has been the

focused methodology;

however, increasingly,

servant leadership has

been touted as a more

effective for leadership style

to create an agile learning

ecosystem.

In her study of both transformation and servant leaders, Xie (2020) found

that there are limitations to both styles. My suggestion would be to fuse

the main attributes of the styles, to drive the learning ecosystem.

Leadership should focus on these dimensions that Warwick and

Marsick (1993) developed as part of their Dimension of Learning

Organization Questionnaire (DLOQ): “... (1) continuous learning, (2)
dialogue and inquiry, (3) team learning and collaboration, (4) embedded

systems, (5) empowerment, (6) systems connections, and (7) strategic

leadership.” Leadership should advocate technology as a tool to execute

learning, allow decentralised ownership and control, motivate attitudes

towards learning and performance, allocate budget and resources and

set standards.

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