ABSTRACT Constant organizational changes require continuous learning at work. In research, leadership has been highlighted as among the most important factors supporting personnel's learning at work, but an understanding of the concrete practices through which leaders can support learning has not been brought together in research. In this study, we aim to gain a more detailed understanding of leadership practices supporting employees' learning based on previously published research. Thus, in this article we examine what kind of leadership practices supporting learning can be found in previous studies. A systematic review method was used to synthesize information on leadership practices supporting learning at work. A total of 730 article abstracts met the following criteria: The article had to discuss management or leadership and work‐related learning as the main topic. Further screening limited the number to 38. These articles were read regarding our research questions, management or leadership, the learning theory engaged in, the method used, and the research context. Different practices of leading learning were found, which can be categorized into strategic and emergent practices. Both involve leaders' interactions and support of the environment. Leadership has a direct and indirect route to employees' learning and occurs in interaction and in the workplace environment. As a practical contribution, this study provides practices and insights into how leaders can support learning at work.
Jaakkola et al. (Fri,) studied this question.