Hostname: page-component-78c5997874-8bhkd Total loading time: 0 Render date: 2024-11-09T15:02:54.798Z Has data issue: false hasContentIssue false

Leadership Development: Exploring, Clarifying, and Expanding Our Understanding of Learning Agility

Published online by Cambridge University Press:  07 January 2015

Kenneth P. De Meuse*
Affiliation:
Korn/Ferry International
Guangrong Dai
Affiliation:
Korn/Ferry International
Victoria V. Swisher
Affiliation:
Korn/Ferry International
*
E-mail: [email protected], Address: Korn/Ferry International, Minneapolis, MN 55416

Abstract

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Copyright
Copyright © Society for Industrial and Organizational Psychology 2012 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Anseel, F., Lievens, F., & Schollaert, E. (2009, August). Reflection as a strategy to enhance performance after feedback. Paper presented at the Annual Meeting of the Academy of Management, Chicago, IL.Google Scholar
Bennis, W. G., & Thomas, R. J. (2002). Crucibles of leadership. Harvard Business Review, 80, 3942. Google Scholar
Boud, D., & Solomon, N. (2003). “I don't think I am a learner”: Acts of naming learners at work. Journal of Workplace Learning, 15, 326331. Google Scholar
Connolly, J. A., & Viswesvaran, C. (2002, April). Assessing the construct validity of a measure of learning agility. Paper presented at the 17th Annual Conference of the Society for Industrial and Organizational Psychology, Toronto, Canada.Google Scholar
Cope, J. (2005). Toward a dynamic learning perspective of entrepreneurship. Entrepreneurship Theory and Practice, 29, 373397. 10.1111/j.1540-6520.2005.00090.xGoogle Scholar
Daudelin, M. W. (1996). Learning from experience through reflection. Organizational Dynamics, 24, 3648. Google Scholar
Day, D. V. (2000). Leadership development: A review in context. The Leadership Quarterly, 11, 581613. 10.1016/S1048-9843(00)00061-8Google Scholar
Day, D. V., & Harrison, M. M. (2007). A multilevel, identity-based approach to leadership development. Human Resource Management Review, 17, 360373. Google Scholar
De Meuse, K. P. (2011, October 12). Learning agility: A vital component of high potential identification and development. Webcast presentation for Human Capital Institute. Retrieved February 15, 2012, from http://www.hci.org/node/1197346.Google Scholar
De Meuse, K. P., & Dai, G. (2011, April). Learning agility: A critical attribute for developing the next generation of leaders. In Ross, R. A. (Chair), Utility of noncognitive assessments for developing MBA students. Symposium presented at the 26th Annual Conference of the Society for Industrial and Organizational Psychology, Chicago, IL.Google Scholar
De Meuse, K. P., Dai, G., Eichinger, R. W., Page, R. C., Clark, L. P., & Zewdie, S. (2011). The development and validation of a self-assessment of learning agility (Technical Report). Minneapolis, MN: Korn/Ferry International. Google Scholar
De Meuse, K. P., Dai, G., & Hallenbeck, G. S. (2010). Learning agility: A construct whose time has come. Consulting Psychology Journal: Practice and Research, 62, 119130. Google Scholar
De Meuse, K. P., Dai, G., & Lambrou, N. (2012). The relationship between learning agility and performance outcomes for physicians (Technical report). Minneapolis, MN: Korn/Ferry International. Google Scholar
Derry, S. J., & Murphy, D. A. (1986). Designing systems that train leaning ability: From theory to practice. Review of Educational Research, 56, 139. Google Scholar
DeRue, D. S., Ashford, S. J., & Myers, C. G. (2012). Learning agility: In search of conceptual clarity and theoretical grounding. Industrial and Organizational Psychology: Perspective on Science and Practice, 5, 258279.10.1111/j.1754-9434.2012.01444.xGoogle Scholar
Dominick, P. G., Squires, P., & Cervone, D. (2010). Back to persons: On social-cognitive processes and products of leadership development experiences. Industrial and Organizational Psychology: Perspectives on Science and Practice, 3, 3337. Google Scholar
Eichinger, R. W., & Lombardo, M. M. (2004). Learning agility as a prime indicator of potential. Human Resource Planning, 27, 1216. Google Scholar
Eichinger, R. W., Lombardo, M. M., & Capretta, C. C. (2010). FYI for learning agility. Minneapolis, MN: Korn/Ferry International. Google Scholar
Fiol, C. M., & Lyles, M. A. (1985). Organizational learning. Academy of Management Review, 10, 803813. Google Scholar
Flavell, J. H. (1979). Metacognition and cognitive monitoring: A new area of psychological inquiry. American Psychologist, 34, 906911. Google Scholar
Freedman, A. M. (1998). Pathways and crossroads to institutional leadership. Consulting Psychology Journal: Practice and Research, 50, 131151. Google Scholar
Gosling, J., & Mintzberg, H. (2003). The five minds of a manager. Harvard Business Review, 81, 5463. Google Scholar
Hezlett, S. (2010). Suggestions for new research on experience-based learning. Industrial and Organizational Psychology: Perspectives on Science and Practice, 3, 5660. Google Scholar
Honey, P., & Mumford, A. (1992). The manual of learning style (3rd ed.). Maidenhead, UK: Peter Honey. Google Scholar
Hooijberg, R., Hunt, J. G., & Dodge, G. E. (1997). Leadership complexity and development of the leaderplex model. Journal of Management, 23, 375408. Google Scholar
Kaiser, R. B., & Overfield, D. V. (2011). Strengths, strengths overused, and lopsided leadership. Consulting Psychology Journal: Practice and Research, 63, 89109. 10.1037/a0024470Google Scholar
Kolb, D. A. (1984). Experiential learning. Englewood Cliffs, NJ: Prentice Hall. Google Scholar
Lombardo, M. M., & Eichinger, R. W. (1989). Eighty-eight assignments for development in place. Greensboro, NC: Center for Creative Leadership. Google Scholar
Lombardo, M. M., & Eichinger, R. W. (2000). High potentials as high learners. Human Resource Management, 39, 321330. Google Scholar
Lombardo, M. M., & Eichinger, R. W. (2001). The leadership machine. Minneapolis, MN: Lominger. Google Scholar
McCall, M. W. Jr., Lombardo, M. M., & Morrison, A. M. (1988). The lessons of experience: How successful executives develop on the job. New York, NY: The Free Press. Google Scholar
McCauley, C. D., Ruderman, M. N., Ohlott, P. J., & Morrow, J. E. (1994). Assessing the developmental components of managerial jobs. Journal of Applied Psychology, 79, 544560. Google Scholar
Mumford, A. (1996). Four approaches to learning from experience. Journal of Workplace Learning, 8, 2229. Google Scholar
Mumford, A., & Honey, P. (1992). Questions and answers on learning styles questionnaire. Industrial and Commercial Training, 24, 1013. Google Scholar
Norton, L. W. (2010). Flexible leadership: An integrative perspective. Consulting Psychology Journal: Practice and Research, 62, 143150. Google Scholar
Saban, J. M., Killion, J. P., & Green, C. G. (1994). The centric reflection model: A kaleidoscope for staff developers. Journal of Staff Development, 18, 1620. Google Scholar
Snell, R. (1992). Experiential learning at work: Why can't it be painless? Personnel Review, 21, 1226. Google Scholar
Sternberg, R. J. (1997). Successful intelligence: How practical and creative intelligence determine success in life. New York, NY: Plume. Google Scholar