The learning organization model developed by Peter Senge for creating effective organizational structures can be applied to leadership in higher education institutions. The author summarizes the particular aspects of Senge's model that make it appropriate for educational leadership, discusses its rejection of a traditional view of leaders, and compares it to Bolman and Deal's four frames of leadership. By examining the assumptions linked to metaphors Senge used to describe the ideal leader, the author articulates his view that the learning organization model disregards two important aspects of educational leadership: political adeptness and a strong personality.
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