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The paper aims to provide a theoretically‐based set of skills and practices that develop organizational members and leaders while building organizational capacity.

The paper advances four arguments about learning and leading, drawing on classical and contemporary scholarship of organizational learning theory to elaborate the intellectual, ethical, social, and political environment of school systems and to deduce skills that leaders and members of school systems engaged in organizational learning need to develop in order to support collective learning and continuous organizational improvement.

The paper provides core assumptions of organizational learning, along with a figure detailing components of organizational capacity and a figure summarizing intellectual, ethical, social, and political skills and values that allow members and leaders of school systems to build the organization's capacity, develop leadership, and influence an environment hospitable to collective learning.

The four sets of skills and values can be used in school systems to structure continuous, differentiated development for all members, especially leaders.

The paper offers an original, coherent, theoretically‐based framework of skills and practices that can develop members and create a broad leadership pool in school systems.

Time is one of the greatest constraints to any change process. However, finding more time for teachers by reallocating time within a fixed schedule has not brought about desired reforms. This article, based on a qualitative study that explored teachers’ interpretations of time, indicates that the concept of time is more complex and dynamic than the literature implies. It elaborates and illustrates nine aspects of time that teachers in a middle school instructional technology project identified as barriers to the dissemination of learning among colleagues. The article argues that understanding what teachers mean when they say “I don’t have enough time” is a critical first step in avoiding misdirected administrative effort. It also offers suggestions for rethinking time in ways that encourage meaningful teacher participation in individual and organizational learning.

This paper argues that conditions supporting dissemination (sharing) of teachers' learning are necessary for school change and organizational learning. Based on a qualitative study that explored dissemination of teachers' learning within a multi‐school computer technology project, the paper identifies 43 factors that motivate teachers' sharing and 35 factors that restrain their sharing in schools. The paper posits that in the short‐term, it may be easier to encourage dissemination by reducing restraining factors than by working to increase motivating factors. In the long term, however, the attitudes and beliefs underlying the motivating factors must be addressed. This paper also offers a table of participants' suggestions for administrators to encourage teachers to share their learning with colleagues.

Educational researchers have long been concerned with role stress among teachers. In education, research on the consequences of such role stress for teachers has largely concerned outcomes valued by individuals such as job satisfaction and reduced stress. Less research has focused on examining the effects of role stress on outcomes valued by the organization, such as employee commitment and employee retention. In examining the role stress‐outcome relationship, research suggests the importance of taking into consideration the work orientations of individuals as possible moderators of the role stress‐outcome relationship. Using a sample of elementary and secondary teachers, this study empirically examined, first whether three role stresses – role ambiguity, role conflict, and role overload – are related to two individually and two organizationally valued states and second, whether teachers’ higher‐order need strength moderates these role stress‐outcome relationships. The study found that role stresses relate to individually‐ and organizationally‐valued outcomes among both elementary and secondary teachers.