Leadership development: Organizational competency model framed around Kolb's Experiential Learning Theory

Leadership development: Organizational competency model framed around Kolb's Experiential  Learning Theory

By: Leontes Dorzilme

Experiential learning theory (ELT) is defined as a process of creating knowledge through the transformation of experience (Kolb, 1984). From concrete experience (CE) to actual conceptualization (AC), reflective observation (RO), to the active experimentation (AE), each individual actually privileges a way of learning to develop expertise and tacit knowledge (Kolb, D.A., Boyatizis, R.E., & Mainemelis, C., 2002). I do think that the General Electric model of leadership framed around the modeling process in order to replicate creativity is a competency model based on Kolb’s theory. GE is using role modeling and coaching in its university for the transmission of knowledge from individuals and groups to others. This replication is based on personal (tacit) and organizational (explicit) knowledge transmission.

In Sweden, Johannisson, B. et al. (1998) have developed a test based on Kolb’s theory of learning in order to test the entrepreneurial action capability (EAC) of many small business’ leaders. They have found that people who take the risk start their own business compared to business students, substantive conclusions indicate that owner-managers, business students and engineering students score differently on the EAC test. Since there is no explicit knowledge available to them, entrepreneurs relay on intuition, concrete cases, analogous reasoning, and their previous experiences to take pragmatic actions. Conversely, in Iranian nursing setting it has been found that leadership training should begin as soon as the completion of the formal education and throughout the nurse's professional development through experience and practices (Kvas, A; Seljak, J; Stare, J., 2013). . That is, competence model can be monitored, evaluated, and measured. 

References 

Johannisson, B., Landstrom, H., & Rosenberg, J. (1998). University training for entrepreneurship- an action frame reference. European Journal of Engineering Education, vol. 23 (4), 477. Retrieved from https://ehis.ebscohost.com.library.gcu.edu:2048/eds/pdfviewer/pdfviewer?vid=3&sid=5b527485-ef9c-4fa0-acaa-b90d2582e7e1%40sessionmgr112&hid=116

Kolb, D.A., Boyatizis, R.E., & Mainemelis, C. (1999). Experiential learning theory: Previous research and new directions. Retrieved from https://www.leamingfromexperience.com/html/research librarv.html

Kolb, D.A., Boyatizis, R.E., & Mainemelis, C. (2002). Learning Styles and Adaptive Flexibility Testing Experiential Learning Theory. Management Learning, vol.  33(1), 5-33. Retrieved from https://learningfromexperience.com/media/2013/09/learning-style-and-adaptive-flexibility-ML-2002.pdf 

Kvas, A; Seljak, J; Stare, J. (2013). The use of competency models to assess leadership in nursing. Iranian Journal of Public Health, vol.42(9), 988-995. Retrieved from https://ehis.ebscohost.com.library.gcu.edu:2048/eds/pdfviewer/pdfviewer?vid=6&sid=5b527485-ef9c-4fa0-acaa-b90d2582e7e1%40sessionmgr112&hid=4211