In learning mode?: The role of mindsets in derailing and enabling experiential leadership development

Peter Andrew Heslin and Lauren Keating ()
Additional contact information
Peter Andrew Heslin: EM - EMLyon Business School

Post-Print from HAL

Abstract: In comparison to the vast literature on leadership theories, concepts, and behaviors, relatively less is known about why leaders often learn little from their leadership experiences, as well as how to support them in doing so. We propose that leaders learn more from their challenging leadership experiences when they are in learning mode, defined as intentionally framing and pursuing each element of the experiential learning process with more of a growth than a fixed mindset. We describe how the extent to which leaders are in learning mode stems from salient mindset cues and guides whether they work through the experiential learning process with a predominantly self-improvement or self-enhancement motive. We theorize about several other likely mediators and moderators of when being in learning mode will manifest in experiential leadership development. Practical implications at the micro, meso, and macro levels, as well as within management education are outlined.

Keywords: leadership development; experiential learning; mindsets; motives; in learning mode (search for similar items in EconPapers)
Date: 2017-06-01
References: Add references at CitEc
Citations: View citations in EconPapers (5)

Published in The Leadership Quarterly, 2017, 28 (3), 367-384 p

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02312161

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().