Advanced Learning Theories Applied to Leadership Development

Abstract

Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden to Washington Headquarters Service, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302, and to the Office of Management and Budget, Paperwork Reduction Project (0704-0188) Washington, DC 20503. PLEASE DO NOT RETURN YOUR FORM TO THE ABOVE ADDRESS. 1. REPORT DATE (DD-MM-YYYY) 11-08-20062. REPORT TYPE AUTHOR(S)Christina Curnow, Rebecca Mulvaney, Robert Calderon, Eric Weingart, Kenny Nicely, Heidi Keller-Glaze (Caliber, an ICF International Company) Jon Fallesen (Center for Army Leadership) 5f. WORK UNIT NUMBER PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES)Caliber, an ICF International Company 9300 Lee Highway Fairfax, VA 22031 PERFORMING ORGANIZATION REPORT NUMBER SPONSOR/MONITOR'S ACRONYM(S) 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES)Center for Army Leadership 250 Gibbon Avenue Fort Leavenworth, KS 66027-2314 SPONSORING/MONITORING AGENCY REPORT NUMBER 12. DISTRIBUTION AVAILABILITY STATEMENT SUPPLEMENTARY NOTES ABSTRACTThis report describes the development and implementation of an application of advanced learning theories to leadership development. A literature review was conducted to identify advanced learning theories that have been used across disciplines. These learning theories were then operationalized into a six hour training module on influencing others using tactics described by FM 6-22. Pre-and post-test measures of influencing behaviors and the outcomes of these behaviors were also developed. The module was implemented in L310, an optional negotiations course that is part of the Command General Staff College curriculum. Results showed evidence of improvement in influencing behaviors as a result of the module. SUBJECT TERMS LeadershipLearning Theory Influence Training INTRODUCTIONThe purpose of this task was to conduct research to exploit learning technologies to improve leadership development. The goal of the project was to implement an innovative training approach that incorporated advanced learning technologies/theories to encourage faster, deeper learning with respect to "Influencing Others." In this effort we sought to identify, adapt or develop an application of an advanced learning theory and evaluate the impact of the application as it relates to leadership.In this effort we performed the following tasks:Defined leadership as "influencing others" for the purpose of this project BACKGROUND ON LEADERSHIP AND ADVANCED LEARNINGIn this chapter we describe our definitions of leadership and deep learning as well as provide an overview of advanced learning theories. LEADERSHIPWe focused our research on ...

Leadership Behavior Analysis: The Case of Three Academic Middle-Level Leaders in Higher Education

“…Malcolm Knowles identified five key underlining assumptions of andragogy that describes an adult learner as someone who 1) has an independent self-concept and who can direct his or her learning 2) has accumulated a reservoir of life experiences that is a rich resource for learning, 3) has learning needs closely related to changing social roles, 4) is problem-centered and interested in immediate application of knowledge, and 5) is motivated to learn (Knowles, Holton III, & Swanson, 2005: p. 3). Despite the lack of direct examination of the impact of learning theories and leadership, as Curnow et al (2006) (Knowles et al, 2005: p. 40). Similarly, Madsen, O'Mullan, and…”

“…Leadership is a complex set of behavior as alluded to in numerous studies on the concept (Curnow, Mulvaney, Calderon, Weingart, Nicely, Keller-Glaze, & Fallesen, 2006), and leadership development is a process that individuals and or leaders go through, and in this process, they acquire the experience and requisite skills in leading others (Hoppe, 2007). Kakabadse and Kakabadse (2009) posit that leadership is a developmental process based on the choices a leader makes.…”