Connecting Leadership and Learning: Do Versatile Learners make Connective Leaders?

Abstract

<p align="center"><strong>Abstract</strong></p><p>Recent failures in leadership, suggest that creating better-quality leadership development programs is critical. In moving from theory to practice, this paper examined the relationship between learning style and leadership style which may enable us to move away from one-size-fits-all leadership development programs. Utilizing Kolb’s Experiential Learning Model and Connective Leadership theory, approximately 3600 college students were analyzed to discover whether versatility in learning styles translates into versatility in leadership styles. One group of versatile learners reported using a wider range of leadership styles suggesting that learning flexibility may transfer to leadership flexibility. Surprisingly, learners of all types reported utilizing Power and Intrinsic styles of leadership above all others. Implications for leadership development include considering individual differences when crafting leadership programs, matching learning styles to leader training, and the need to move beyond one set of leadership behaviors to increase flexibility in dealing with complex situations. Using a large sample rarely seen in management studies, this paper makes key contributions to the literature. </p>

Leadership styles: The role of cultural intelligence

“…Ang, Van Dyne and Rockstuhl (2015) point out that cultural intelligence (CQ), the capability to 'grasp, reason and behave effectively in situations characterized by cultural diversity' (Ang et al, 2007, p. 337), assists in overcoming cultural dissimilarities. Advancing a leader's CQ is therefore vital, specifically so because Robinson (2016) states that it is of paramount importance that leaders hone a multifaceted skills repertoire to deal with an everexpanding array of complex problems. Since CQ is regarded as a malleable capability it can be developed and enhanced (Ng et al, 2009;Ramsey & Lorenz, 2016).…”

Analisis Proses Pembelajaran pada Pendidikan Menengah

“…Misalnya, pernyataan misi tentang sentrisitas pelanggan diremehkan oleh pemotongan anggaran dengan dampak langsung pada pengalaman pelanggan ketika masa-masa sulit. Keenam, terlalu mengontrol bahkan detail terkecil (Hayward, 2016); (Robinson, 2016); (Sergiovanni, 1998); (Podolny, Khurana and Hill-Popper, 2004); (Zimmerman, 2014); (Dimmock, 2020); (Komives et al, 2006).…”

The Ideal of Leadership in Primary School

“…The success of leadership and the ability to lead is not necessarily come naturally, some of them found later on life and come through the long process and journey of learning. The ability to learn and the learning in leadership has been reported as one factor that can be an anchor in an exceedingly turbulent and unpredictable organization environment [14][15][16][17][18]. The impact of learning in human life, has also been examined in so many studies that leads to the conclusion that humans are born to learn [10,19,20].…”

“…Consequently, they perceive challenge, new vision and initiative as a necessity as a form of experiment so, they can learn and experience as well as exercise their ability to face problems and new worlds. Challenge creates a cycle of learning in which becomes the field of practice or even the battlefield practice [15,[26][27][28][29].…”