Building a Culture of Feedback and Learning in Multinational Military Institutions

This conceptual paper explores the way leadership, psychological safety, intercultural competence, and feedback culture intersect to support constructive learning in multinational military environments. Using a narrative review of the literature, this analysis develops an integrated conceptual framework explaining how these mutually reinforcing factors contribute to organisational learning. In multinational military environments, successful outcomes depend especially on leadership effectiveness that encourages trust, open communication, and continuous feedback across culturally diverse teams. Drawing on literature in organisational learning, leadership theory, psychological safety, and intercultural competence, this paper suggests that the proposed framework explains how leadership creates conditions for psychological safety; how intercultural competence strengthens interpersonal relationships, enhancing communication and collaboration; and how constructive feedback transforms individuals’ experiences into institutional knowledge. This study argues that organisational learning emerges from the interaction of these mutually reinforcing factors rather than from any single organisational practice. The proposed framework offers both a theoretical contribution by integrating previously fragmented perspectives and practical implications for leaders seeking to strengthen learning cultures within multinational military institutions.