Self-development as a managerial competency: integrating self-awareness, self-reflection and self-regulation processes for self-directed learning and development

Research output: Contribution to journalConference paperResearchpeer-review

Abstract

This paper presents a self-directed model for development that conceptualises self-development as a two broad phased process. The first phase relates to actions associated with managerial self-understanding and the second phase concerns actions associated with self-change. Underpinning the operation of the model is a set of meta-skills – skills required for the development of other skills – managing self-awareness reactions, self-reflection practice and self-management. It is argued that the intrapersonal skills of managers should incorporate the skills these three meta-skills as they form the foundation for continuous adjustment of behaviour and skills to dynamic complex environments.

Fingerprint

Self-regulation
Self-reflection
Self development
Self-directed learning
Managerial competencies
Self-awareness
Self-management
Complex dynamics
Managers

Cite this

@article{b06e614af93c4729b5ff06a7db92e782,
title = "Self-development as a managerial competency: integrating self-awareness, self-reflection and self-regulation processes for self-directed learning and development",
abstract = "This paper presents a self-directed model for development that conceptualises self-development as a two broad phased process. The first phase relates to actions associated with managerial self-understanding and the second phase concerns actions associated with self-change. Underpinning the operation of the model is a set of meta-skills – skills required for the development of other skills – managing self-awareness reactions, self-reflection practice and self-management. It is argued that the intrapersonal skills of managers should incorporate the skills these three meta-skills as they form the foundation for continuous adjustment of behaviour and skills to dynamic complex environments.",
author = "Nesbit, {Paul L.}",
year = "2011",
language = "English",
journal = "Proceedings of the 40th Annual Meeting of the Western Decision Sciences Institute",
issn = "1098-2248",
publisher = "WDSI",

}

TY - JOUR

T1 - Self-development as a managerial competency

T2 - Proceedings of the 40th Annual Meeting of the Western Decision Sciences Institute

AU - Nesbit, Paul L.

PY - 2011

Y1 - 2011

N2 - This paper presents a self-directed model for development that conceptualises self-development as a two broad phased process. The first phase relates to actions associated with managerial self-understanding and the second phase concerns actions associated with self-change. Underpinning the operation of the model is a set of meta-skills – skills required for the development of other skills – managing self-awareness reactions, self-reflection practice and self-management. It is argued that the intrapersonal skills of managers should incorporate the skills these three meta-skills as they form the foundation for continuous adjustment of behaviour and skills to dynamic complex environments.

AB - This paper presents a self-directed model for development that conceptualises self-development as a two broad phased process. The first phase relates to actions associated with managerial self-understanding and the second phase concerns actions associated with self-change. Underpinning the operation of the model is a set of meta-skills – skills required for the development of other skills – managing self-awareness reactions, self-reflection practice and self-management. It is argued that the intrapersonal skills of managers should incorporate the skills these three meta-skills as they form the foundation for continuous adjustment of behaviour and skills to dynamic complex environments.

M3 - Conference paper

JO - Proceedings of the 40th Annual Meeting of the Western Decision Sciences Institute

JF - Proceedings of the 40th Annual Meeting of the Western Decision Sciences Institute

SN - 1098-2248

ER -