Leadership and double-loop learning in executive teams

TL;DRAbstract

This research focuses on reflective organisational learning within executive teams in local government authorities in Queensland, Australia. A key to achieving effective learning exchanges between a leader and the executive team examined in this thesis is the nature of the relationships established between the leader and individual members of these executive teams. In particular, the focus of this thesis is on the quality of exchange relationship between a leader and individual executive team members. The quality is likely to affect reflective, double-loop learning in dyads. A literature review suggests that there is little empirical research at the dyadic or team level on the quality of leader-member exchanges (LMX) and organisational learning across dyads in executive teams (Katzenbach, 1998, 2002). In this research I build upon the Leader Member Exchange Model (LMX) of leader-follower relationships to address this void. The use of a multi-level approach allows me to start to untangl

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