Self-Managing Leaders: Lessons in Learning
Developing Leaders for Real: Proven Approaches That Deliver Impact
ISBN: 978-1-80071-365-9, eISBN: 978-1-80071-364-2
Publication date: 13 May 2022
This chapter explores the nature of learning required for effective leaders. The case is made that learning is not all one process and the difference between Learning 1 and Learning 2, as proposed by Bateson, is favoured as a model. Put simply learning, for instance, lots of facts (Learning 1) does not necessarily help the leader become more courageous, more self-confidant and more driven by deep values and beliefs. A case study of a Self Managed Learning programme for school heads is used to show the importance of Learning 2 and a way to focus development at this level. There is also a case study of a company that was seen as the best in its field folding due to the emphasis on Learning 1 (particularly technical skill) and lack of attention to Learning 2 qualities.
Cunningham, I. (2022), "Self-Managing Leaders: Lessons in Learning", Gray, H., Gimson, A. and Cunningham, I. (Ed.) Developing Leaders for Real: Proven Approaches That Deliver Impact, Emerald Publishing Limited, Bingley, pp. 27-37. https://doi.org/10.1108/978-1-80071-364-220221007
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