Becoming a better leader: how action learning fosters authenticity and mindfulness

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Are great leaders born that way, or can leadership be taught? There is a growing belief that authentic leadership is an essential ingredient in creating sustainable business performance. And authenticity – consistently acting in accordance with a clear personal set of values – is not an obvious subject for successful transfer in a classroom setting. This is a personal attribute that develops with experience – which raises a question: can a long-running management development program expose prospective leaders to a series of experiences over time in such a way that they become more authentic?

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2016), "Becoming a better leader: how action learning fosters authenticity and mindfulness", Development and Learning in Organizations, Vol. 30 No. 4, pp. 30-32. https://doi.org/10.1108/DLO-03-2016-0030