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Exploring observational learning in leadership development for managers

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

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Title Exploring observational learning in leadership development for managers
Author(s) Kempster,S
Parry,K
Journal name Journal of management development
Volume number 33
Issue number 3
Start page 164
End page 181
Publisher Emerald Group Publishing
Place of publication Bingley, England
Publication date 2014
ISSN 0262-1711
1758-7492
Keyword(s) Leadership development
Observational learning
Significant others
Social comparison
Summary Purpose: Observational learning within the leadership development of managers is under-theorized thus far. The purpose of this paper is to develop a theoretical argument that builds out from a relational leadership perspective to center on processes affecting observational learning. Design/methodology/approach: The 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: The paper examines processes associated with attention, availability, access, attainability, motivation and social comparison with significant others in particular contexts. The paper takes a temporal perspective to examine the ways that such interaction appears to be most prominent at particular times. Research limitations/implications: The paper concludes by outlining the opportunities for applying this understanding of observational leadership learning within management development arenas and explore future directions for research. Originality/value: Observational learning has been relatively overlooked. Though the authors often "know" that leaders develop through experience, the role of observational learning in this experience is not well understood. This paper is intended to provide a stimulus for exploring this important area in terms of shaping thinking and designs for management development interventions. © Emerald Group Publishing Limited.
Language eng
DOI 10.1108/JMD-01-2012-0016
Field of Research 150310 Organisation and Management Theory
Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services
HERDC Research category C1.1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2014, Emerald
Persistent URL http://hdl.handle.net/10536/DRO/DU:30067704

Document type: Journal Article
Collections: Deakin Graduate School of Business
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Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.