The role of middle leaders in fostering organizational learning in a state cooperative extension service

The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file.Title from title screen of research.pdf file viewed on (November 13, 2006)Includes bibliographical references.Vita.Thesis (Ed. D.) University of Missouri-Columbia 2005.Dissertations, Academic -- University of Missouri--Columbia -- Educational leadership and policy analysis.This qualitative study explored the nature of organizational learning and the role of regional directors (RDs) and program directors (PDs) as mid-level leaders in fostering organizational learning in one cooperative extension organization. In-depth interviews were conducted with top leaders, middle leaders, campus and regional faculty, and state extension council members. Key findings included organizational learning occurring simultaneously in four dimensions and identification of characteristics of transformative learning. RDs and PDs acted as knowledge activists in their functions as designers, enablers, evaluators, and bridges to foster organizational learning. Critical to organizational learning were relationship building, trust, communication, the process for engaging people in collaborative learning and dialogue as a means for creating a culture of care and the space for learning, and collaboration among RDs and PDs. Barriers to organizational learning involved organizational culture and structure, leader behavior, and the lack of a robust system for accessing the knowledge base

The Nature of Organizational Learning in a State Extension Organization

Our complex and rapidly changing world demands a more nimble, responsive, and flexible Extension organization. The findings from a study involving interviews across a state Cooperative Extension Service paint a picture of organizational learning in Extension. Four key dimensions of learning surfaced. Of particular importance are the application of a model for organizational knowledge creation and the characteristics of transformational organizational learning for innovation. Recommendations focus on actively supporting organizational learning, developing ways to tap the vast knowledge and skills of Extension professionals, and institutionalizing means to transfer learning