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Recasting Leadership Development
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Recasting Leadership Development

Author: MORGAN W McCALL Affiliation: University of Southern California
Edition/Format: Article Article : English
Publication:Industrial and Organizational Psychology, v3 n1 (March 2010): 3-19
Other Databases: WorldCat
Summary:
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.
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Details

Document Type: Article
All Authors / Contributors: MORGAN W McCALL Affiliation: University of Southern California
ISSN:1754-9426
Language Note: English
Unique Identifier: 5151583033
Notes: Morgan W. McCall. E-mail: morgan.mccall@marshall.usc.edu
Address: Marshall School of Business, University of Southern California, Los Angeles, CA 90089-0808
Number of Tables: 3
Number of References: 42
This paper evolved from an invited address, “Lessons of My Experience: Three Decades of Exploring Leadership Development,” to the Society for Industrial and Organizational Psychology in April of 2009 as recipient of the 2008 Distinguished Professional Contributions Award. Thanks to my colleague, George Hollenbeck, and to an anonymous reviewer, both of whom made helpful comments on an earlier draft.
Awards:
Responsibility: M.W. McCall

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.

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