Learning to lead: The development and testing of a model of leadership learning
Hirst, Giles, Mann, Leon, Bain, Paul, Pirola-Merlo, Andrew, & Richver, Andreas (2004) Learning to lead: The development and testing of a model of leadership learning. The Leadership Quarterly, 15(3), pp. 311-327.
Drawing upon an action learning perspective, we hypothesized that a leader’s learning of project leadership skills would be related to facilitative leadership, team reflexivity, and team performance. Secondly, we proposed that new and experienced leaders would differ in the amount they learn from their current and recent experience as project managers, and in the strength of the relationship between their self-reported learning, facilitative leadership, and team reflexivity. We conducted a 1-year longitudinal study of 50 R&D teams, led by 25 new and 25 experienced leaders, with 313 team members and 22 project customers, collecting both quantitative and qualitative data. We found evidence of a significant impact of the leader’s learning on subsequent facilitative leadership and team performance 8 and 12 months later, suggesting a lag between learning leadership skills and translating these skills into leadership behavior. The findings contribute to an understanding of how leaders consolidate their learned experience into facilitative leadership behavior.
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|Item Type:||Journal Article|
|Keywords:||leadership learning, facilitative leadership, team reflexivity, team performance, leadership experience|
|Subjects:||Australian and New Zealand Standard Research Classification > PSYCHOLOGY AND COGNITIVE SCIENCES (170000) > PSYCHOLOGY (170100) > Industrial and Organisational Psychology (170107)|
|Divisions:||Current > QUT Faculties and Divisions > Faculty of Health
Current > Schools > School of Psychology & Counselling
|Copyright Owner:||Copyright 2004 Elsevier Inc.|
|Deposited On:||07 Apr 2015 04:48|
|Last Modified:||07 Apr 2015 04:48|
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