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Recasting Leadership Development

Published online by Cambridge University Press:  07 January 2015

Morgan W. McCall Jr.
Morgan W. McCall Jr.*
Affiliation:
University of Southern California
*
E-mail: [email protected], Address: Marshall School of Business, University of Southern California, Los Angeles, CA 90089-0808
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Abstract

To the extent that leadership is learned, it is learned through experience. This article begins with seven conclusions about the role of experience in leadership development, ponders the reasons that what is known is so rarely applied, suggests some ways to put experience at the center of leadership development efforts, and concludes with a series of recommendations for practice and for future research.

Type
Focal Article
Information
Industrial and Organizational Psychology , Volume 3 , Issue 1 , March 2010 , pp. 3 - 19
Copyright
Copyright © Society for Industrial and Organizational Psychology 2010 

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Footnotes

*

This paper evolved from an invited address, “Lessons of My Experience: Three Decades of Exploring Leadership Development,” to the Society for Industrial and Organizational Psychology in April of 2009 as recipient of the 2008 Distinguished Professional Contributions Award. Thanks to my colleague, George Hollenbeck, and to an anonymous reviewer, both of whom made helpful comments on an earlier draft.

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