Developing leaders through self-directed learning

a conceptual model of self-development

Paul Nesbit

Research output: Chapter in Book/Report/Conference proceedingConference proceeding contribution


This paper argues for a greater role for self-development in the process of developing managers and articulates and examines a model of managerial self-development. The problems and issues associated with traditional and formal development programs are highlighted and these are used to draw out the need for a self-directed learning approach for the development of managers. The nature of managerial self-development is then explored and a conceptual model of self-development is outlined and discussed. The model conceptualises self-development in two phases. The first phase relates to actions associated with self-understanding and is driven by self-reflective process and the management of self-awareness reactions. The second phase relates to self-change and incorporates self-regulatory processes.
Original languageEnglish
Title of host publication23rd ANZAM Conference 2009
Subtitle of host publicationproceedings
EditorsNicholas Beaumont
PublisherAustralian and New Zealand Academy of Management
Number of pages12
ISBN (Print)1863081577
Publication statusPublished - 2009
EventAustralian and New Zealand Academy of Management Conference (23rd : 2009) - Melbourne, Australia
Duration: 1 Dec 20094 Dec 2009


ConferenceAustralian and New Zealand Academy of Management Conference (23rd : 2009)


  • learning and development
  • individual development
  • leadership development
  • management development

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