Developing leaders through self-directed learning

a conceptual model of self-development

Paul Nesbit

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

Abstract

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
Pages1-12
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

Conference

ConferenceAustralian and New Zealand Academy of Management Conference (23rd : 2009)
CountryAustralia
CityMelbourne
Period1/12/094/12/09

Keywords

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

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