Reading+04



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Reading 4 Exploring the Relationship Between Learning and Leadership ‘Transformational Learning shapes people,’ asserts Clarke (1993, p.47): ‘they are different afterwards, in ways both they and others can recognise.’ P. 274 Krouzes and Posner (1996) found that people reported learning how to lead from three sources; trial and error, observation of others and education. P. 274 Leadership is not learned but rather that it is learning. When we observe a leader at work, what we may really be observing is a learning process – and exceedingly complex learning process at that. P. 275 Seven dimensions: Acts with integrity, seeks broad business knowledge, brings out the best in people, adapts to cultural differences, insightfulness, commitment to making a difference, and has the courage to take risks. P 276 Professional development is an important component of transformative learning and personal approaches are self – directed, reflective and transformative.(Cranton, 1996). P. 279 A trademark of future leaders will be their ability to instill a learning mindset into the organisation. P 279. Leaders must establish direction in relation to the complex challenges and changes in their context. Shape a culture that is conducive to that vision, and inspire their people, bringing forth their talents, uniqueness, and energies toward a worthy future. P 279. Transformational Learning can be used to assess, strengthen, and create leadership development programs that develop transformational leaders. P 279. Research over these two decades underscores that the majority of leadership skills are learned from naturally occurring experiences in the work place. P 280. Being able to access and apply principles of adult learning and foster transformational learning would help aspiring leaders. P. 280