IDEAS home Printed from https://ideas.repec.org/p/hal/journl/hal-02312161.html
   My bibliography  Save this paper

In learning mode? : The role of mindsets in derailing and enabling experiential leadership development

Author

Listed:
  • Peter Andrew Heslin

    (EM - EMLyon Business School)

  • Lauren Keating

Abstract

In comparison to the vast literature on leadership theories, concepts, and behaviors, relatively less is known about why leaders often learn little from their leadership experiences, as well as how to support them in doing so. We propose that leaders learn more from their challenging leadership experiences when they are in learning mode, defined as intentionally framing and pursuing each element of the experiential learning process with more of a growth than a fixed mindset. We describe how the extent to which leaders are in learning mode stems from salient mindset cues and guides whether they work through the experiential learning process with a predominantly self-improvement or self-enhancement motive. We theorize about several other likely mediators and moderators of when being in learning mode will manifest in experiential leadership development. Practical implications at the micro, meso, and macro levels, as well as within management education are outlined.

Suggested Citation

  • Peter Andrew Heslin & Lauren Keating, 2017. "In learning mode? : The role of mindsets in derailing and enabling experiential leadership development," Post-Print hal-02312161, HAL.
    • Handle: RePEc:hal:journl:hal-02312161
    as

    Download full text from publisher

    To our knowledge, this item is not available for download. To find whether it is available, there are three options:
    1. Check below whether another version of this item is available online.
    2. Check on the provider's web page whether it is in fact available.
    3. Perform a search for a similarly titled item that would be available.

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Crane, Bret, 2022. "Leadership mindsets: Why new managers fail and what to do about it," Business Horizons, Elsevier, vol. 65(4), pages 447-455.
    2. Gottfredson, Ryan K. & Reina, Christopher S., 2021. "Illuminating the foundational role that mindsets should play in leadership development," Business Horizons, Elsevier, vol. 64(4), pages 439-451.
    3. Ong, Madeline, 2023. "The transforming power of self-forgiveness in the aftermath of wrongdoing," Organizational Behavior and Human Decision Processes, Elsevier, vol. 176(C).

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:hal:journl:hal-02312161. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: CCSD (email available below). General contact details of provider: https://hal.archives-ouvertes.fr/ .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.