Managerial Learning: First Notes from an Unstudied Frontier

Abstract

Although there has been considerable work investigating the dy namics of management training, no attention has been paid to the learning that managers do as a day-to-day task. This article examines the learning of 43 managers and analyzes the effect of context, job, and person variables. Four key factors are identified as contributors to managerial learning: demands of managing staff, demands of change, influence, and personal style. Analysis of the dynamic of thesefactors leads to a model of the managerial learning process.

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