Learning Agility and the Changing Nature of Leadership

Abstract

Abstract “Learning Agility and the Changing Nature of Leadership: Implications for Theory, Research, and Practice” explores the theoretical foundation and reviews the conceptual evolution of learning agility. Learning agility assessment has been closely connected to high-potential identification and development. It is asserted that the definition of high potential should expand beyond upward mobility to reflect what is needed for leadership effectiveness in today’s volatile and dynamic business environment. Combining the learning agility literature with the findings from recent research on adaptability, the chapter proposes a theory-based model of learning agility to enhance its conceptual clarity. This model appears to encompass existing learning agility assessment tools quite well. Subsequently, the chapter reviews the empirical findings from several learning agility studies, especially its incremental validity in explaining leader success, and examines its relationship with other constructs. The chapter closes with a discussion of theoretical and practical implications.