Description
On-the-job experiences are crucial for managerial development, and managers learn the most when they approach them with a variety of learning tactics. Of the four most commonly used tactics - feeling, action, thinking, and accessing others - people typically employ only one or two, thus limiting their learning and eventually their performance. This guidebook describes the four tactics in detail, giving examples of how they can be used. It also provides information on how to identify preferred tactics and how to develop nonpreferred ones.
Author: Maxine A. Dalton
Publisher: Center for Creative Leadership
Published: 03/01/1998
Pages: 26
Binding Type: Paperback
Weight: 0.13lbs
Size: 8.70h x 5.80w x 0.20d
ISBN13: 9781882197385
ISBN10: 1882197380
BISAC Categories:
- Study Aids | Study & Test-Taking Skills
- Business & Economics | Leadership
About the Author
This series of guidebooks draws on the practical knowledge that theCenter for Creative Leadership (CCL) has generated, sinceits inception in 1970, through its research and educationalactivity conducted in partnership with hundreds of thousands ofmanagers and executives. Much of this knowledge is shared-in a waythat is distinct from the typical university department, professional association, or consultancy. CCL is not simply acollection of individual experts, although the individualcredentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and workingtogether to understand and generate practical responses to today'sleadership and organizational challenges.
The purpose of the series is to provide managers with specificadvice on how to complete a developmental task or solve aleadership challenge. In doing that, the series carries out CCL'smission to advance the understanding, practice, and development ofleadership for the benefit of society worldwide.
Maxine A. Dalton is a research scientist at the Centerfor Creative Leadership and program manager of the Tools forDeveloping Successful Executives program. Her research interestsinclude adult development and learning in domestic andinternational organizations. Dalton has published widely, including"Best Practices: Five Rationales for Using 360-DegreeFeedback in Organizations" in Maximizing the Value of360-Degree Feedback: A Process for Successful Individual andOrganizational Development (Jossey-Bass, 1998). She holds aPh.D. in industrial/organizational psychology from the Universityof South Florida.