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Exploring observational learning in leadership development for managers

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Exploring observational learning in leadership development for managers. / Kempster, Stephen; Parry , Ken .

In: Journal of Management Development, Vol. 33, No. 3, 2014, p. 164-181.

Research output: Contribution to journalJournal articlepeer-review

Harvard

Kempster, S & Parry , K 2014, 'Exploring observational learning in leadership development for managers', Journal of Management Development, vol. 33, no. 3, pp. 164-181. https://doi.org/10.1108/JMD-01-2012-0016

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Kempster, Stephen ; Parry , Ken . / Exploring observational learning in leadership development for managers. In: Journal of Management Development. 2014 ; Vol. 33, No. 3. pp. 164-181.

Bibtex

@article{fb2795e357c84a8cbcc734a5ff45c931,
title = "Exploring observational learning in leadership development for managers",
abstract = "Purpose: Observational learning within the leadership development of managers is undertheorized thus far. This article develops a theoretical argument that builds out from a relational leadership perspective to centre on processes affecting observational learning.Approach: Our contribution is to draw together research to build a holistic model of observational learning. A further contribution is to apply this model to the context of leadership development.Findings / theoretical model: We examine processes associated with attention, availability, access, attainability, motivation and social comparison with significant others in particular contexts. We take a temporal perspective to examine the ways that such interaction appears to be most prominent at particular times.Practical implications: We conclude by outlining the opportunities for applying this understanding of observational leadership learning within management development arenasand explore future directions for research.Originality/value: Observational learning has been relatively overlooked. Though we often {\textquoteleft}know{\textquoteright} that leaders develop through experience, the role of observational learning in this experience is not well understood. This article is intended to provide a stimulus for exploring this important area in terms of shaping thinking and designs for management developmentinterventions.",
keywords = "observational learning, leadership development, social comparison , significant",
author = "Stephen Kempster and Ken Parry",
year = "2014",
doi = "10.1108/JMD-01-2012-0016",
language = "English",
volume = "33",
pages = "164--181",
journal = "Journal of Management Development",
issn = "0262-1711",
publisher = "Emerald Group Publishing Ltd.",
number = "3",

}

RIS

TY - JOUR

T1 - Exploring observational learning in leadership development for managers

AU - Kempster, Stephen

AU - Parry , Ken

PY - 2014

Y1 - 2014

N2 - Purpose: Observational learning within the leadership development of managers is undertheorized thus far. This article develops a theoretical argument that builds out from a relational leadership perspective to centre on processes affecting observational learning.Approach: Our contribution is to draw together research to build a holistic model of observational learning. A further contribution is to apply this model to the context of leadership development.Findings / theoretical model: We examine processes associated with attention, availability, access, attainability, motivation and social comparison with significant others in particular contexts. We take a temporal perspective to examine the ways that such interaction appears to be most prominent at particular times.Practical implications: We conclude by outlining the opportunities for applying this understanding of observational leadership learning within management development arenasand explore future directions for research.Originality/value: Observational learning has been relatively overlooked. Though we often ‘know’ that leaders develop through experience, the role of observational learning in this experience is not well understood. This article is intended to provide a stimulus for exploring this important area in terms of shaping thinking and designs for management developmentinterventions.

AB - Purpose: Observational learning within the leadership development of managers is undertheorized thus far. This article develops a theoretical argument that builds out from a relational leadership perspective to centre on processes affecting observational learning.Approach: Our contribution is to draw together research to build a holistic model of observational learning. A further contribution is to apply this model to the context of leadership development.Findings / theoretical model: We examine processes associated with attention, availability, access, attainability, motivation and social comparison with significant others in particular contexts. We take a temporal perspective to examine the ways that such interaction appears to be most prominent at particular times.Practical implications: We conclude by outlining the opportunities for applying this understanding of observational leadership learning within management development arenasand explore future directions for research.Originality/value: Observational learning has been relatively overlooked. Though we often ‘know’ that leaders develop through experience, the role of observational learning in this experience is not well understood. This article is intended to provide a stimulus for exploring this important area in terms of shaping thinking and designs for management developmentinterventions.

KW - observational learning

KW - leadership development

KW - social comparison

KW - significant

U2 - 10.1108/JMD-01-2012-0016

DO - 10.1108/JMD-01-2012-0016

M3 - Journal article

VL - 33

SP - 164

EP - 181

JO - Journal of Management Development

JF - Journal of Management Development

SN - 0262-1711

IS - 3

ER -