Self-Managing Leaders: Lessons in Learning

This chapter explores the nature of learning required for effective leaders. The case is made that learning is not all one process and the difference between Learning 1 and Learning 2, as proposed by Bateson, is favoured as a model. Put simply learning, for instance, lots of facts (Learning 1) does not necessarily help the leader become more courageous, more self-confidant and more driven by deep values and beliefs. A case study of a Self Managed Learning programme for school heads is used to show the importance of Learning 2 and a way to focus development at this level. There is also a case study of a company that was seen as the best in its field folding due to the emphasis on Learning 1 (particularly technical skill) and lack of attention to Learning 2 qualities.