International Journal of Strategy and Organisational Learning (IJSOL)
Vol.2 No.1
DOI https://www.doi.org/10.56830/IJSOL06202504
Authors
Abstract
This paper critiques traditional approaches to organisational learning and
transformational change, which often rely heavily on past experiences and knowledge,
overlooking today’s environment dynamic, implicit, and evolving nature. These
conventional methods fail to address challenges posed by the hidden curriculum of
leadership, which significantly shapes organisational behaviour. In response, the paper
introduces a conceptual model integrating organisational learning and transformational
leadership within a future-driven learning framework. Drawing on interdisciplinary
perspectives from organisational studies, leadership theories, systems theory, and
cognitive science, it argues that the hidden curriculum of transformational leadership
can provide a foundation for fostering future-oriented learning and transformational
change practices. The study proposes a paradigm shift in organisational learning, where
leaders’ implicit values, behaviours, and practices drive sustainable change by learning
from future potentials. By focusing on the hidden curriculum, this paper goes beyond
the limitations of traditional, reactive learning approaches, illustrating how leaders’
implicit lessons can shape a forward-thinking organisational culture. It offers new
insights into how organisations can better adapt to emerging challenges by leveraging
leadership’s implicit teachings and embracing a more proactive, future-focused
approach to learning and transformation.
Keywords: Hidden curriculum, Transformational leadership, Organisational learning,
Future-oriented transformational change
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