Organisations must maintain their competitive advantage by quickly adapting to change and promoting new and innovative strategies to ensure their success. Researchers have determined that because the most popular strategies focus on people and knowledge as resources in order to improve performance, learning at all levels is necessary for an organization to be successful (Kotter, 2012). Therefore, organizations should function as Learning Organizations (LOs) by creating an environment in which members can continuously learn (Slater and Narver, 1995). Senge (1990:3) considered an LO to be an organization “where people continually expand their capacity to create the outcomes they truly desire, where new and expansive patterns of thought are cultivated, where collective aspiration is liberated, and where people are continually learning to see it all together.” Others, such as Pedler et al. (1998: 3) simply defined it 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 skills (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 sincerely committed to profound change in themselves and their organizations”. As organizations evolve, leaders face increasingly complex challenges, and it becomes necessary for managers and employees at different levels of the organization to take on a leadership role when necessary to move the company forward (Stringham…… half of document. . ....ment (2nd edition). London: McGraw-Hill.Senge, P. (1990) The Fifth Discipline: The Art and Practice of Learning Organization: New York.Senge, P. (1996) “Leading Learning Organizations”, Executive Excellence 13(4): 10-11.Senge, P. (2006) The Fifth Discipline (2nd edition 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.