Self-Managing Leaders: Lessons in Learning

Abstract

This chapter explores the nature of learning required for effective leaders. The case is made that learning is not all one process and the difference between Learning 1 and Learning 2, as proposed by Bateson, is favoured as a model. Put simply learning, for instance, lots of facts (Learning 1) does not necessarily help the leader become more courageous, more self-confidant and more driven by deep values and beliefs. A case study of a Self Managed Learning programme for school heads is used to show the importance of Learning 2 and a way to focus development at this level. There is also a case study of a company that was seen as the best in its field folding due to the emphasis on Learning 1 (particularly technical skill) and lack of attention to Learning 2 qualities.

Citation

Cunningham, I. (2022), "Self-Managing Leaders: Lessons in Learning", Gray, H., Gimson, A. and Cunningham, I. (Ed.) Developing Leaders for Real: Proven Approaches That Deliver Impact, Emerald Publishing Limited, Leeds, pp. 27-37. https://doi.org/10.1108/978-1-80071-364-220221007