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High potentials as high learners

2000; Wiley; Volume: 39; Issue: 4 Linguagem: Inglês

10.1002/1099-050x(200024)39

1099-050X

Michael M. Lombardo, Robert W. Eichinger,

Educational Leadership and Innovation

Human Resource ManagementVolume 39, Issue 4 p. 321-329 Research Article High potentials as high learners Michael M. Lombardo, Michael M. Lombardo Lominger Limited, IncSearch for more papers by this authorRobert W. Eichinger, Robert W. Eichinger Lominger Limited, IncSearch for more papers by this author Michael M. Lombardo, Michael M. Lombardo Lominger Limited, IncSearch for more papers by this authorRobert W. Eichinger, Robert W. Eichinger Lominger Limited, IncSearch for more papers by this author First published: 08 January 2001 https://doi.org/10.1002/1099-050X(200024)39:4 3.0.CO;2-1Citations: 124AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onEmailFacebookTwitterLinkedInRedditWechat Abstract To deal with change, organizations need to find and nurture those who are most facile in dealing with it. Identifying those who can learn to behave in new ways requires a different measurement strategy from those often employed, one that looks at the characteristics of the learning agile. In this article, we explain some initial steps toward identifying the women and men with the most potential to lead, regardless of what the future may hold for them. As indicated by a measure of learning from experience, those with the highest potential tend to be interested in first-time challenges, are eager to learn, and can get results under tough conditions. © 2000 John Wiley & Sons Inc. REFERENCES Akin, G. (1987). Varieties of managerial learning. Organizational Dynamics, 16(2), 36-48. 10.1016/0090-2616(87)90031-3 Web of Science®Google Scholar Argyris, C. (1994). Good communication that blocks learning. Harvard Business Review, July-August, 77-86. Web of Science®Google Scholar Bunker, K.A., & Webb, A.D. (1992). Learning how to learn from experience: Impact of stress and coping (Report no. 154). Greensboro, NC: Center for Creative Leadership. Google Scholar Daudelin, M.W. (1996). Learning from experience through reflection. 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