Leader development: an exploration of sources of learning

Citation

(2008), "Leader development: an exploration of sources of learning", Development and Learning in Organizations, Vol. 22 No. 6. https://doi.org/10.1108/dlo.2008.08122fad.003

Leader development: an exploration of sources of learning

Article Type: Abstracts From: Development and Learning in Organizations, Volume 22, Issue 6

Allen S.J., Hartman N.S.Organization Development Journal, Vol. 26 No. 2, No. of pages: 13, Start page: 75

Purpose – evaluates learning sources used for leadership development. Design/methodology/approach – notes increasing interest and investment in leadership development, observes that to accommodate individuals’ different learning styles development programmes must incorporate a range of activities, and lists and outlines 27 sources of learning covering 360-degree feedback, action learning, formal education, coaching, distance learning, games, job rotation, sabbaticals and outdoor management development. Conducts a questionnaire survey of 42 members of the International Leadership Association, asking respondents which of the 27 learning sources they would most likely use, which they consider most cost effective, which would provide greatest learning and yield highest participant satisfaction, and which they generally consider most useful. Findings – ranks, in descending order, most-useful, cost-effective and enjoyable learning sources as developmental relationships, individual development plans, individual/group reflection, networking with senior executives, action learning, 360-degree feedback, developmental assignments, coaching and service learning. Provides a matrix rating eight of the top ten sources in terms of their cost effectiveness, literature/research base, popularity in practice, return-on-investment, and ease of implementation and evaluation. Originality/value – highlights the difficulties of measuring returns on investment in leader development. ISSN: 0889-6402 Reference: 37AM268

Keywords: Leadership, Learning, Management development, Organizational development, Teaching methods