Conclusion

Abstract

Throughout this book we have encouraged leaders to engage in the learning process as they develop self and others in their organizations. The six practices provide areas to focus such learning. By engaging in the process of learning, leaders cultivate forces that improve individual and organizational performance. These practices provide a baseline. The assumptions, theory, research, and practice on which these six practices were built serve only as a starting point. But beware. In many organizations, learning takes a back seat to other organizational practices. Many organizations measure and reward performance and achievement at the expense of learning and learning-directed leadership. Nonetheless, leadership is often required to make learning an explicit practice in organizations. In many cases, effective learning requires leaders to communicate its value to competing and flourishing in today’s frenetic, fast-paced, and complex environment.