Proceedings of the 12th European Conference on Knowledge ...

Fattah Nazem
streng<strong>the</strong>ning team/group leadership lies in following organizational learning. The results <strong>of</strong> <strong>the</strong>
studies conducted by Nordtvedt (2005) and Lin (2006) also clarified that using organizational learning
and effective teaching in organizations would enhance <strong>the</strong> income, market share, pr<strong>of</strong>itability, and
company’s performance and played a leading role in <strong>the</strong> increase <strong>of</strong> innovation rate.
In <strong>the</strong> age <strong>of</strong> increasing changes and complexities, <strong>the</strong> concept <strong>of</strong> organization nowadays varies from
<strong>the</strong> time when <strong>the</strong>re were simpler relations among organizations. In our age, learning organizations
are considered as <strong>the</strong> most successful ones since <strong>the</strong>y are able to comply <strong>the</strong>mselves with <strong>the</strong>
characteristics <strong>of</strong> <strong>the</strong>ir age. Unlike <strong>the</strong> premature image, learning organization is not <strong>the</strong> one that
holds instructional courses but it is a much deeper concept. Never-ending instruction is a need for all
<strong>the</strong> staff through which <strong>the</strong>y not only focus on learning, how to learn, and distributing knowledge, but
also create new information and knowledge which should <strong>the</strong>n emerge in <strong>the</strong>ir performance and
behaviors. This would lead to institutionalizing teaching and organizational learning in all levels <strong>of</strong> <strong>the</strong>
organization that can pave <strong>the</strong> way to have a continuous reform in <strong>the</strong> structures and processes
which finally end up in efficiency and effectiveness <strong>of</strong> <strong>the</strong> organization.
Bohrer (2007) believes that <strong>the</strong> organizations should search for <strong>the</strong> leaders who create an
environment which positively affect <strong>the</strong> job satisfaction and <strong>the</strong> staff’s performance. The managers
who enjoy high emotional intelligence can create this desired environment. Chadnick (2007) also
found that emotional intelligence is considered as a criterion for <strong>the</strong> success <strong>of</strong> organizations.
Bradberry and Griaves (2005) believe that emotional intelligence is so necessary for success that
60% <strong>of</strong> performance in any kind <strong>of</strong> job depends on it. The emotional intelligence, by itself, is <strong>the</strong>
greatest factor for predicting <strong>the</strong> person’s performance in <strong>the</strong> work place and <strong>the</strong> strongest power for
leadership and success.
The results <strong>of</strong> <strong>the</strong> studies conducted in <strong>the</strong> field reiterate that success in performing organizational
learning models requires managers who have emotional intelligence. The need for management and
leadership is vital and sensible in all fields <strong>of</strong> social activities. Without effective leadership and
guidance, material and human resources are doomed to decrease and destruction, while <strong>the</strong>
managers <strong>of</strong> higher education as people who are in charge <strong>of</strong> organizations and university branches
are considered as <strong>the</strong> main and determining factor in preparing and supplying <strong>the</strong> human resources
required by o<strong>the</strong>r organizations which provide services or products in <strong>the</strong> society. The appointment <strong>of</strong>
managers with emotional intelligence in universities can help manage <strong>the</strong> organizational learning
more effectively. It is also suggested that <strong>the</strong> research projects as this are to be endorsed in all
branches <strong>of</strong> Islamic Azad University (IAU) to upgrade <strong>the</strong> performing organizational learning. Having
<strong>the</strong> effective role <strong>of</strong> higher education in <strong>the</strong> economic, social, political, and cultural development, it is
suggested that this study can also be carried out in o<strong>the</strong>r universities all around <strong>the</strong> world so as to
practically take giant steps in <strong>the</strong> performing organizational learning.
Acknowledgements
This paper is extracted from a research project sponsored by <strong>the</strong> research department <strong>of</strong> <strong>the</strong> Islamic
Azad University, Roudehen Branch to whom I owe a debt <strong>of</strong> gratitude.
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