Coaching to accelerate the development of learning agility.

Abstract

Learning agility is a metacompetency important to leadership success, particularly in turbulent times. The global coronavirus pandemic catapulted individuals, organizations, and societies into the harsh reality of our volatile, uncertain, complex, and ambiguous (VUCA) world. Coaches can play an important role in accelerating the development of learning agility, thereby expanding the leadership pipeline within organizations. The purpose of this article is to help coaches and consultants (a) understand the behaviors and strategies that undergird learning agility; (b) better assess coaching clients' level of learning agility as well as the organizational context; and (c) become more intentional about incorporating the development of learning agile behavior into their coaching practice. The article reviews the literature regarding what we know about the construct of learning agility and the role coaches can play in intentionally developing it. Suggestions are provided for assessing a leader's level of learning agility as well as the organizational context. Recommendations for practical coaching application are organized around the heuristic "Agile Learning Process and Behaviors Model." Although many coaches may already be helping clients develop learning agility, this article describes how coaches may do it more deliberately. What's It Mean? Implications for Consulting Psychology Facilitating the development of learning agility may create a "double bottom line" for coaching by both increased leadership effectiveness and learning agility. Coaching for learning agility (a) supports the development of a greater capacity to deal with rapid, ongoing change; (b) builds independence and self-efficacy in learning; and (c) holds the promise of empowering more leaders to achieve success in leadership roles.

Estrategias educativas y de liderazgo para afrontar el nuevo escenario europeo VUCA

“…The training aim at the immediate socio-labor impact, and it is an important meta-competency for educational leadership success (Harvey & Valerio, 2022). Management and leadership theory converge in the theory of educational organization, which conceptualizes the competence of individuals and the complexity of organizations to face VUCA complexity (Wendt & Manhart, 2022).…”

The science and application of learning agility: Introduction to the special issue.

“…An especially valuable component of this article is the Boyces' comprehensive set of steps-summarized in a checklist-to support practitioners when navigating the complexities of assessing learning agility. Harvey and Valerio (2022) highlight the additional value that coaches can bring to their clients by enabling development of the metacompetency of learning agility. They describe how more deliberately coaching to develop learning agility can enhance an organization's capacity to deal with change, increase leaders' learning self-efficacy, and empower underrepresented groups.…”

“…Harvey and Valerio (2022) highlight the additional value that coaches can bring to their clients by enabling development of the metacompetency of learning agility. They describe how more deliberately coaching to develop learning agility can enhance an organization’s capacity to deal with change, increase leaders’ learning self-efficacy, and empower underrepresented groups.…”

Supporting women leaders: Research-based directions for gender inclusion in organizations.

“…Opportunities for organizations to improve the numbers of talented women in leadership pipelines include aligning models of organizational leadership with vision and strategy, values, and goals for success, as well as ensuring performance metrics, compensation and reward, and 360-degree feedback are bias-free (Beba & Church, 2020;Bono et al, 2017;Church et al, 2014). Providing women with key developmental assignments along with coaching and mentoring by senior leaders and other mentors has the potential to improve learning agility and diversity and inclusion in organizations (Dobbin & Kalev, 2016;Schmidt Harvey & De Meuse, 2021;Schmidt-Harvey & Valerio, 2022).…”