This monograph discusses the implications of learning organization theory on leadership, primarily at the operational level. Learning organization theory is a popular methodology for enhancing the operations of complex organizations. Of particular importance is the positive effect learning organizations have upon the members of the organization. This monograph first examines learning organization theory. The model of learning organization theory practiced by Dr. Peter Senge provides the conceptual basis upon which to explore this theory. Next, the Army doctrinal senior-level leadership model is introduced to complete a presentation of what is presently known and available to Army leaders. A shift in intellectual conceptualization may be necessary in order to capitalize on the benefits of learning organization theory by senior leaders. A key component of this change is the development of systems thinking. Systems thinking is an intellectual paradigm which involves understanding holistic, dynamic processes. Some of the implications of these changes are new, many are not. The monograph theorizes operational-level leadership in Army learning organizations. Army learning organizations will have the following theoretical constructs; personal mastery, mental models, team learning and shared vision. Systems thinking provides the intellectual energy to bring these concepts to fruition. Finally, this monograph discusses the implications these ideas have for leader development and training. Included are ideas for future learning organization leader training.

ADA 314654 Approved for public release; Distribution is unlimited. The opinions and conclusions expressed herein are those of the student-authors and do not necessarily represent the views of the U.S. Army Command and General Staff College or any other governmental agency. (References to these studies should include the foregoing statement.)