The Role of Leadership Competencies in Supporting the Al Nahda University for Becoming a Learning Organization: A New Qualitative Framework of the DLOQ

Abstract

Purpose: The purpose of this study is to contribute to research on learning organizations in higher education institutions (HEIs), by researching the role of individual, group, and organization competencies and skills that support the (NUB) Al Nahda University in Egypt toward becoming a learning organization.Design/methodology/approach: Semi-structured interviews were conducted with eight executive academics and researchers in (NUB) Al Nahda University in Egypt. Questions emphasised leadership competencies, including those at individual, group, and organizational level, for utilising their skills in creating, sharing and transferring knowledge for modifying and changing their behaviour to achieve a learning organization.Findings: Leadership competencies emerged as a complementary component to the DLOQ framework and it was found that the Seven Characteristics (7Cs) proposed by Watkins and Marsick (2003) did not lead to being a learning organization, nor did being a learning organization lead to knowledge performance and financial performance by itself unless fully supported by leadership competencies, as was confirmed in the case of the Al-Nahda University operating in Egypt.Originality/value: There is still a lack of investigation and global response to the question of how leadership competencies can support learning inside higher education institutions. The outcomes of this research allow a better understanding of how leadership competencies can support the process of becoming a learning organization in HEIs, via a qualitative investigation of the DLOQ framework.

Configurational Paths of Leadership Competency Shortages and 4.0 Leadership Effectiveness: An fs/QCA Study

“…They define managing resources as understanding human, financial, and operational resource issues in order to make proper decisions aimed at building and planning efficient workflow and improving general organizational performance [32]. Sayed and Edgar (2014) have also found that managing resources is a very important leadership competence [33]. Furthermore, achieving results is also a very important leadership competence category.…”

Learning Organization 2.0: An Empirical Study of Contextual Adaptation in Pt Mmi Purwakarta

“…It consists of 21-item in seven dimensions with two performance measures (Yang et al, 2004) and has been contextualized in South Korean culture by Song et al (2009) using a structural model. Although some researchers have studied its effectiveness and validity, the LOQ requires further insight to explore the context of the organizational background (Sayed & Edgar, 2019). In other countries, contextualization has taken place in Germany (Kortsch & Kauffeld, 2019), Greece (Goula et al, 2020), and Turkey (Yaman, 2020), wherein in Indonesia, most of the studies are concerned with the mediating variable (Kristanti, 2020), impact on behavior (Anwar & Niode, 2017), organization performance (Gantar & Tielung, 2018), innovation and engagement process (Subiyakto et al, 2020).…”

“…It has professionals, size, vision, and mission factors (Parding & Abrahamsson, 2010) with a preliminary study to gain a deeper insight into PT MMI's LO 2.0 practice. The preliminary was a semi-structured interview as in Sayed & Edgar (2019) with Farrukh & Waheed (2015) model used by Hamdani & Susilawati (2018) in Garut. The participant included a Vice President and three strategic managers resulted in the following output: a) Employee awareness representing an innovative environment; b) Stakeholder support for good information sharing; c) Proactive learning process as means for employee empowerment; d) Employee commitment as means for self-development/mastery; and e) Top-down approach as for facilitative leadership.…”

The Impact of Learning Organizations Dimensions on the Organisational Performance: An Exploring Study of Saudi Universities

“…The present findings are in agreement with the research by Oh (2019) which found out that a system connection also had a mediating and positive impact on the relationship between Empowerment, continuous learning and organisational performance. An effective system connection also is considered as a base to clarify the bigger picture of the organisation (Sayed & Edgar, 2019). This includes giving employees support, time, identification of skills for future tasks and open discussions to identify mistakes and reward for learning.…”

“…This includes giving employees support, time, identification of skills for future tasks and open discussions to identify mistakes and reward for learning. The impact of system connection in the organisations like the public universities can be enhanced through activities such as on-site case study, seminars, trainings which help to enhance the organsation performance trough understanding main objectives of the organsation (Antonacopoulou et al, 2019;Sayed & Edgar, 2019).…”