The Role of Learning Agility in Identifying and Developing Future Leaders

Abstract

“The Role of Learning Agility in Identifying and Developing Future Leaders” focuses on the role that learning agility plays in helping organizations identify, assess, and develop high-potential leadership talent. After a brief summary of the empirical and applied literature on learning agility as it relates specifically to understanding leadership potential (based on the Leadership Potential BluePrint), the chapter shifts to a discussion of the practical applications of using the concept for assessment and development throughout the employee life cycle. Topics covered include the use of learning agility in selection systems, development programs, formal assessment processes, and internal senior management talent reviews (e.g., succession planning). The chapter concludes with a summary and suggestions for future practice and research.

Learning agility as a key driver of leadership potential for talent identification, pipeline development, and succession planning in organizations.

“…First, as noted above, a key challenge from a theoretical perspective with practice implications reflects the question of whether learning agility is a trait, a learnable behavior, or an outcome following a set of experiences (Church, 2021; Harvey & Prager, 2021; Mitchinson et al, 2012; Rotolo et al, 2018). Given the retrospective nature of some of the original research in this area, and the concurrent nature of most of the present studies, it is difficult to know where consulting practitioners should focus from a TM perspective.…”

“…The ability and willingness to learn from experience and then apply those lessons to perform well in new and challenging leadership situations (Harvey & De Meuse, 2021)—or stated more simply, learning agility (Lombardo & Eichinger, 2000)—are arguably core elements of any successful talent-management (TM) system (Church, 2021). Decades of research in both academic and applied domains have demonstrated the critical role that learning from experience plays in predicting both leader performance and potential (e.g., De Meuse, 2017, 2019; Dries et al, 2012; McCall, 1988; Silzer & Church, 2010).…”

Coaching to accelerate the development of learning agility.

“…)It is likely to have central operating mechanisms such as learning mindset, cognitive control and flexibility, emotional regulation, and behavioral flexibility (Harvey & De Meuse, 2021). Context matters, including the business environment, the organization, leadership expectations and opportunities, culture, and talent management practices (Church, 2021; DeRue, Ashford, et al, 2012; Ruyle et al, 2021). …”

“…Context matters, including the business environment, the organization, leadership expectations and opportunities, culture, and talent management practices (Church, 2021; DeRue, Ashford, et al, 2012; Ruyle et al, 2021).…”

Neuroscience hacks to enhance learning agility in leaders.

“…Learning agility is of particular interest in organizations because of its application as an indicator of top talent, a predictor of leadership success (De Meuse, 2019), a process to develop leaders (Harvey & Prager, 2021; Heslin & Mellish, 2021; Lee, 2021), and a potential outcome to measure results (Church, 2021; McCauley & Yost, 2021). Many jobs require some level of learning agility, just as many jobs require some level of cognitive intelligence and emotional and social competence.…”