A Conceptual Model of Learning Agility and Authentic Leadership Development: Moderating Effects of Learning Goal Orientation and Organizational Culture

Abstract

The present article attempts to examine the relationship between learning agility and authentic leadership development. The recent rise in the cases of fraud involving leaders at various levels in the organizations, and the resulting distrust among the employees towards their leaders, points to the need to have authentic leaders, given the positive organizational outcomes associated with this leadership approach. Further, scholars have suggested that leadership development is possible through learning from one’s life experiences. The developmental definition of authentic leadership also reflects the importance of learning from past experiences. Yet, studies have largely overlooked to explore the association between learning agility and authentic leadership development. This paper further tries to analyze the moderating effects of learning goal orientation and organizational culture on this relationship. Therefore, based on the existing research, the associations among these factors have been delineated and a conceptual model has been presented along with several propositions. Implications for future research and limitations of this work have also been discussed towards the end.

Determinants Linked to Executive Succession Planning in Public Sector Organizations

“…Organizational culture was considered the second most important factor in successful executive succession planning, which was also supported by previous studies (Gothard & Austin, 2013; Mehrtak et al, 2017; Mugo et al, 2015). The third factor was leadership development opportunities, consistent with studies that found that leadership development, as a component of executive succession planning, leads to employee satisfaction and enhances organizational performance (Manning et al, 2015; Stewart & Kuenzi, 2018; Yadav & Dixit, 2017).…”

“…However, this does not minimize its impact on effective executive succession planning, because many previous studies have found that it influences the process by allowing new executives the space to lead in their own way. A smooth leadership transition requires the support of all levels in the organization, but especially from the organization’s leaders, including the board (Ciampa, 2016; Gothard & Austin, 2013; Yadav & Dixit, 2017).…”

“…Ciampa (2016) noted that exiting CEOs could play several roles reflecting respect for their contribution and benefiting the organization. Yadav and Dixit (2017) noted that supportive organizational cultures reinforce leaders in goal achievement and allow new leaders to develop skills and go through learning experiences. Many authors proposed that learning agility is critical in identifying, selecting and developing future leaders, and that it is the most powerful indicator of high potential (De Meuse, 2017; De Meuse et al, 2010; Yadav & Dixit, 2017).…”

Leadership Agility and Digital Quotient Influence on Employee Engagement: between PT.X and PINRUMAH.COM

“…Leadership agility is an increasingly recognized construct in talent management as a key factor for long-term leadership effectiveness (Yadav & Dixit, 2017). Learning agility is the best predictor of an individual's future performance.…”

Шляхи Підвищення Навчальної Гнучкості Персоналу

“…Навчальна гнучкість (Learning Agility) -це готовність та здатність навчатися на власному досвіді, з подальшим застосуванням цих знань для успішного виконання своїх обов'язків у нових та незнайомих ситуаціях [2]. Дане поняття включає в себе не лише швидкість навчання, а й легкість руху між різними ідеями, точками зору та ситуаціями, що дозволяє формувати нові, нетрадиційні та більш ефективні шляхи для вирішення проблем та побудови процесів.…”