Leadership Development: Experiential Learning is Best

Leadership Development: Experiential Learning is Best

The most powerful forces in any organization are its people—leaders, managers, and employees—who build the organization, manage it, lead it, and motivate it. To ensure the long-term success of any organization, it is imperative to identify extraordinary people, devote organizational resources to prepare them, and assign them to the organization’s most vital leadership roles.

The most effective management lessons for upcoming leaders are usually not in book knowledge but from experience. Experience may possibly be the best teacher. Experience is adored; experience is a highly sought after career-development goal; experience is translated to everyday contexts in the world of work.

Consider the foremost tangible leadership skills:

  • Experience: previous activity and practice either in doing the specifics of the open position or something similar
  • Proven skill sets: documented abilities in terms of job performance and achievement
  • Traction: a demonstrated track record of repeated success in broad contexts
  • Validated accountability: substantiated responsibility to generate, pick, and execute the winning ideas.

Successful managers learn these tangible skills only from a series of progressively challenging leadership assignments. They get used to gaining experience and being successful by relying heavily on their own experience. Other than extensive use of case studies, neither corporate training nor executive education programs can address certain leadership attributes to executives. For instance, it is impossible to design a leadership development course involving mock-up exercises or models for risk-taking. Experiential learning, supplanted by the learner’s ability to perform reflection, critical analysis, and synthesis of his / her performance and outcomes, can enhance the learner’s perspective on the business, and develop the proficiency needed to manage rapidly changing businesses.

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