Towards an Explanation of Leadership Learning

Steve Kempster
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Steve Kempster: University of Cumbria

Chapter 8 in How Managers Have Learnt to Lead, 2009, pp 170-202 from Palgrave Macmillan

Abstract: Abstract In the conclusion to Chapter 5 I suggested a framework, Figure 5.1, as sufficiently broad and inclusive to integrate and cohere extant theory of informal leadership development and principles of experiential learning. This is important, as it enables a simple argument to be put forward outlining how leadership learning occurs through lived experience. However, such a broad and simple argument fails to explore and illuminate the underlying influences on leadership learning that lie behind the generic headings. The detailed nuances of influences and their interaction in particular contexts are thus the focus of this chapter. To reveal underlying influences and to be able to explain how these operate together in a systemic manner within particular contexts required the use of bodies of theory that had not previously been applied together to the field of leadership learning.

Keywords: Career Pathway; Situate Learning; Role Enactment; Woman Manager; Observational Learning (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-23474-1_8

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DOI: 10.1057/9780230234741_8

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