Senge (2006) has demonstrated a strong, real, and committed leadership is needed to build learning
organizations. “The very word “leader” has come from to refer largely to positional authority, a synonym for top
management” (Senge, 2006, p. 319). Top management is not the only leader; the real leaders come from every
department to step ahead, to make new ideas and practices turn into actions at every level. All leaders need
each other to share the same passion, to understand and design learning infrastructure (Senge, 1990).
Question 1:
Senge (2006) states that traditionally, especially in the West, the prevailing leadership style “was clear
directions and well intentioned manipulation to get people to work together towards common goals” (p. 315). In
what ways does this traditional view of leadership hinder a leader’s ability to successfully lead a learning
organization?
Question 2:
Senge also explains that in servant leadership, “the servant leader is servant first …. It begins with the natural
feeling that one wants to serve … Then the conscious choice brings one to aspire to lead” (2006, p. 333). In
what ways does servant leadership differ from the traditional view of leadership that prevails in our society?
Please provide an example of servant leadership you have experienced at your organization, if possible.
Question 3:
Lastly, what valuable information have you learned during this class that can shape your future as a leader?
(Systems thinking, shared vision, mental models, personal mastery, and team learning are good starting
points.)
Sample Solution
