From Self-Discovery to Learning Agility in Senior Executives

19 Pages Posted: 18 Sep 2013

See all articles by Suzanne Goebel

Suzanne Goebel

Georgia State University

Richard Baskerville

Georgia State University

Date Written: September 20, 2013

Abstract

In the complex world of the senior executive, one of the single most important predictors of executive success is learning agility. This study explores non-traditional forms of executive leader development based on an integrated theoretical lens that includes learning, executive development and executive coaching theories as they relate to learning agility. In addition, we apply the Competing Values Framework for individual executive development constructs. Using action research, we focus on development options that go beyond traditional leadership training models. The findings confirm learning agility as a key predictor to executive success, and offer further insights that explain how self-discovery learning interventions (such as executive coaching) impact learning agility for senior executives. The work shows how a systemic framework with a defined process/structure and individual customization can develop learning agility in senior level executives.

Keywords: Learning Agility, Mental Agility, Self-Awareness, Executive Coaching, Resilience, Managing Uncertainty, Managing Change, Dealing With Ambiguity, Reflection, Metacognition, Complex Learning, Managing Complexity

Suggested Citation

Goebel, Suzanne and Baskerville, Richard, From Self-Discovery to Learning Agility in Senior Executives (September 20, 2013). Third Annual International Conference on Engaged Management Scholarship, Atlanta, Georgia. September 19-22, 2013. Paper 6.2. Available at SSRN: https://ssrn.com/abstract=2327668 or http://dx.doi.org/10.2139/ssrn.2327668

Suzanne Goebel (Contact Author)

Georgia State University ( email )

35 Broad Street
Atlanta, GA 30303-3083
United States

Richard Baskerville

Georgia State University ( email )

35 Broad Street
Atlanta, GA 30303-3083
United States

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