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In Learning Mode? : The Role of Mindsets in Experiential Leadership Development

Author

Listed:
  • Peter Andrew Heslin

    (EM - EMLyon Business School)

  • Lauren Keating

Abstract

Compared to the massive literatures on leadership theories, behaviors, concepts, frameworks, and skills, scant attention has been paid to why leaders often learn little from their experiences and how they can learn to become better leaders. A notable exception is the mindful engagement experiential learning process (Ashford & DeRue, 2012), which addresses both these issues. Drawing on extensive social, educational, and organizational psychological research on mindsets, we aim to supplement this framework by proposing the concept of being in learning mode, defined as being intentionally focused on each of the tasks of mindful engagement with a growth rather than a fixed mindset. We outline concrete practical implications for individual leaders, those who manage leaders, and organizations eager to support leadership development. We also suggest several lines of research regarding the role of being in learning mode for enabling experiential leadership development.

Suggested Citation

  • Peter Andrew Heslin & Lauren Keating, 2015. "In Learning Mode? : The Role of Mindsets in Experiential Leadership Development," Post-Print hal-02312169, HAL.
    • Handle: RePEc:hal:journl:hal-02312169
    as

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