Managerial Learning: First Notes from an Unstudied Frontier

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Abstract
Although there has been considerable work investigating the dy namics of management training, no attention has been paid to the learning that managers do as a day-to-day task. This article examines the learning of 43 managers and analyzes the effect of context, job, and person variables. Four key factors are identified as contributors to managerial learning: demands of managing staff, demands of change, influence, and personal style. Analysis of the dynamic of thesefactors leads to a model of the managerial learning process.