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Recasting Leadership Development

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  • McCall, Morgan W.

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.

Suggested Citation

  • McCall, Morgan W., 2010. "Recasting Leadership Development," Industrial and Organizational Psychology, Cambridge University Press, vol. 3(1), pages 3-19, March.
    • Handle: RePEc:cup:inorps:v:3:y:2010:i:01:p:3-19_00
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    Cited by:

    1. Meyers, Maria Christina & van Woerkom, Marianne, 2014. "The influence of underlying philosophies on talent management: Theory, implications for practice, and research agenda," Journal of World Business, Elsevier, vol. 49(2), pages 192-203.
    2. Schulenkorf, Nico, 2017. "Managing sport-for-development: Reflections and outlook," Sport Management Review, Elsevier, vol. 20(3), pages 243-251.
    3. Shinjinee Chattopadhyay & Prithwiraj Choudhury, 2017. "Sink or Swim: The Role of Workplace Context in Shaping Career Advancement and Human-Capital Development," Organization Science, INFORMS, vol. 28(2), pages 211-227, April.
    4. Edna Rabenu & Aharon Tziner, 2021. "Applying Psychological Capital to Senior Management Development: A “Must” and Not “Nice to Have”," International Journal of Business and Management, Canadian Center of Science and Education, vol. 15(2), pages 1-62, July.
    5. Terramorsi Patrice & Therese Albertini & Thierry Fabiani, 2018. "De l’expertise à l’audace : comprendre les représentations pour développer les talents," Post-Print hal-03095321, HAL.

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