This research extends the traditional approach to the early identification of executives by introducing the notion of ability to learn from experience. Drawing on the literature, the researchers created a reliable measurement tool named Prospector for rating the potential of aspiring international executives in terms of both end-state competencies and the ability to learn from experience. The 14 dimensions derived from the Prospector instrument are Sensitive to Cultural Differences, Business Knowledge, Courage, Brings Out the Best in People, Integrity, Insightful, Committed, Takes Risks, Seeks Feedback, Uses Feedback, Is Culturally Adventurous, Seeks Learning Opportunities, Open to Criticism, and Flexibility. The research also began to assess the validity of the Prospector dimensions in terms of current performance, executive potential, on-the-job learning, and international criteria on 838 lower, middle-, and senior-level managers from 6 international firms and 21 countries. The findings suggest that Prospector may have promise for use in the early identification of international executives.

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To the extent that leadership is learned, it is learned through experience. This article begins with seven conclusions about the role of experience in leadership development, ponders the reasons that what is known is so rarely applied, suggests some ways to put experience at the center of leadership development efforts, and concludes with a series of recommendations for practice and for future research.

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