The Learning Advantage: Six Practices of Learning-Directed Leadership

Cover......Page 1
Contents......Page 8
Preface......Page 13
Acknowledgments......Page 15
Leadership and riding a bike......Page 16
Challenging your thinking about leadership......Page 18
Learning-directed leadership: A new direction for leaders......Page 20
Six practices of learning-directed leadership......Page 23
The learning-directed leadership cycle......Page 24
Organization of the book......Page 29
A leader's story: Geeta's transitions from physician to consultant......Page 31
From solving puzzles to solving mysteries......Page 33
Eliminating infections in critical care medicine......Page 36
Increasing awareness......Page 37
Facilitating behavior change......Page 38
Breaking down hierarchy......Page 40
Failure to learn at Lehman Brothers......Page 41
Empirical studies of the value of learning in consulting firms......Page 43
Learning, leadership, and organization outcomes......Page 46
Questions for reflection......Page 47
Key ideas......Page 48
A leader's story: Leading learning teams in a government agency......Page 49
Behavioral approach......Page 50
Cognitive approach......Page 51
Social approach......Page 52
Humanist approach......Page 54
Practice-based learning......Page 56
Action learning......Page 57
Single-loop and double-loop learning......Page 58
Learning beyond the classroom......Page 61
Conclusion......Page 62
Questions for reflection......Page 63
A leader's story: Steve Forbes' navigation of changes in publishing......Page 64
Learning from experience......Page 66
The development of this approach: Both revival and revolution......Page 67
Characteristics of learning through experience......Page 68
Jump starting the learning process through reflection......Page 70
Leading through experience rather than recipe: The case of leek and potato soup......Page 72
The four stages of learning and learning style preferences......Page 73
Learning and the brain......Page 76
Brain plasticity and the brains of right-handed London taxi drivers......Page 77
Psychological defenses and blocks to organizational learning......Page 79
Conclusion......Page 82
Questions for reflection......Page 83
A leader's story: Captain Nate Self and the army rangers in Afghanistan......Page 84
Learning from experience......Page 86
Exploratory learning......Page 87
Counterfactual learning......Page 88
Improving leaders' capacity to learn over time......Page 90
From ill-structured problems to world construction......Page 92
Deliberate practice......Page 95
A framework for the deliberate practice of leadership......Page 96
The goals of higher-order learning......Page 99
Challenging and reformulating mental models......Page 101
Barriers to higher-order learning: Robert E. Lee during the Civil War......Page 102
Questions for reflection......Page 106
A leader's story: Steve Job's failure and resilience......Page 107
The need for resilience......Page 108
Learning resilience through experience......Page 109
"Mary's" efforts to overcome her fear of snakes......Page 111
Elements of self-efficacy: Modeling, confidence, and motivation......Page 113
The limits of self-efficacy: Feeling like you have control—even when you don't......Page 114
Optimism, pessimism, and learning......Page 116
Physiological factors: Stress......Page 118
Environmental factors: Extent of job structure and flexibility......Page 119
Learning from culture in extreme contexts......Page 120
Developing the "maximized vertical reconnaissance attack profile"......Page 123
Building a culture of resilience......Page 124
Using networks and appreciative inquiry to support resilience......Page 126
Taking the long-term view of organizational achievement......Page 127
Questions for reflection......Page 128
A leader's story: Carl's risk at Morrison & Foerster law firm......Page 129
The practical science of emotions......Page 132
Emotional intelligence as learning......Page 133
Dimensions of emotional intelligence......Page 134
Self-awareness......Page 136
Self-management......Page 137
Social awareness......Page 139
Relationship management......Page 141
The real rewards of emotional intelligence—more ethical leadership......Page 144
Conclusion......Page 145
Questions for reflection......Page 146
A leader's story: Brian leads a television news crew at Bloomberg TV......Page 147
Control and participation......Page 149
Phase 1: Immediate gratification of individual members......Page 151
Phase 4: Self-determination......Page 152
A model of team learning......Page 153
Beliefs related to tasks......Page 154
Beliefs related to relationships......Page 157
Actions related to team learning......Page 159
Leading learning teams......Page 162
Navigating the learning cycle......Page 163
Stage 3: Critical conversations......Page 164
Overcoming threats to team learning......Page 165
Conclusion......Page 167
Questions for reflection......Page 168
A leader's story: Andrea's focus on building trust......Page 169
The challenges of building trust......Page 171
Types of trust......Page 172
Intrapersonal......Page 173
Interpersonal......Page 174
Developing trust as a team norm......Page 175
Trust as part of the workplace climate......Page 176
The climate of trust and a military team in the Iraqi War......Page 177
Barriers to trust......Page 180
Individual barriers......Page 181
Systematic barriers......Page 182
Environmental barriers......Page 183
Questions for reflection......Page 185
Conclusion......Page 186
Development of others......Page 187
Coaching......Page 188
Feedback and other learning rewards......Page 189
References......Page 191
About the Authors......Page 202
Index......Page 203