Organizations must maintain their competitive advantage by quickly adapting to change and promoting new and innovative strategies to ensure their success. Researchers have determined that since most popular strategies focus on people and knowledge as assets in order to improve performance, learning at all levels is necessary for an organization to succeed (Kotter, 2012). . Therefore, organizations should operate as learning organizations (LOs) by creating an environment in which members can continuously learn (Slater and Narver, 1995). Senge (1990: 3) considers an LO to be an organization "where people continually develop their capacity to create the results they truly desire, where expansive new thought patterns are nurtured, where collective aspirations are released, and where people are continually learning to see the whole together. Others, such as Pedler et al. (1998: 3) define it simply as “an organization that facilitates the learning of all its members and consciously transforms itself and its context”. A learning organization must embrace change and promote the development of leadership capabilities (Senge, 1990). According to Hannagan (2005, cited in CLMS, M3 U2: 6), leadership is "...the process of motivating other people to act in a particular way to achieve specific goals" or simply the ability to influence others (Pedler et al. , 1998). Senge (1996: 36) defines leaders as those “who are truly committed to profound change in themselves and their organization”. As organizations evolve, leaders face more complex challenges and it becomes necessary for managers and employees at different levels of the organization to take on a leadership role when necessary in order to move the organization forward. business (Stringham...... middle of paper .....ment (2nd ed.). London: McGraw-Hill.Senge, P. (1990) The Fifth Discipline: The Art and Practice of Doubleday/Currency learning organization: New York. Senge, P. (1996) “Leading Learning Organizations”, Executive Excellence 13(4): 10-11. Senge, P. (2006) The Fifth Discipline (2nd ed. New York: Doubleday/Currency. Slater, S. and Narver, J. (). 1995) “Market orientation and the learning organization”, Journal of Marketing 59(3) : 63-74.Stringham, S. (2012) Strategic Leadership and Strategic Management Bloomington, Indiana: iUniverse.com.TMI Australia (2007) Scandinavian. Airlines System. TMI Australia: Melbourne, Australia [online]. Available: http://www.tmiaust.com.au/track_record/case_studies/scandinavian_airlines.htm [2014, May 20]. Vera, D. and Crossan, M. (2004) “Strategic leadership and organizational learning”, Academy of Management Review 29 (2): 222-240.