This thesis studies the relationship between practices in learning organisation and social
practices at the Abu Dhabi Education Council (ADEC). The research domain was broken
down into six research (questions), which affect the development of a learning organisation
at ADEC. 1) What is the impact of the roles of leaders on developing learning organisation
characteristics with in ADEC? 2) What is the impact of the relationship between leaders and
followers on developing learning organisation characteristics with in ADEC? 3) What is the
impact of training and professional development on developing learning organisation
characteristics with in ADEC? 4) What is the impact of social practices on developing
learning organisation characteristics with in ADEC? 5) What is the impact of the teamwork
on developing learning organisation characteristics with in ADEC? And 6) What is the
impact of organisational factors (vision and mission of ADEC, division of work, information
and reward system) on developing learning organisation characteristics with in ADEC? In order to answer the six research questions, interviews and focus groups were conducted
with leaders and followers. The sample of study accounted for 10 leaders and 20 followers,
four focus groups were conducted (two with leaders and two with followers) where 32
participants took part in the focus groups. The results of the study indicate that leaders do not play a supervisory or coaching role in
the departments, which enables followers to work towards achieving the goal of being part
of a learning organisation. The study found that leaders and followers have developed a
good relationship based on accountability and transferability, and this has helped to
transform ADEC into a learning organisation. It also shows that followers have not yet
developed sufficient skills through training and workshops and formal education to enable
them to learn. The study shows that social practices were the main motivator, encouraging
leaders and followers to learn from one another and from expatriates. To summarise briefly, it can be concluded that ADEC has not yet become a learning
organisation, and that further work is required to develop the role of its leaders, the
relationship between its leaders and followers, and an effective reward system, as well as
multiple sources of information.