Reflection in action, an enquiry into how CEOs learn to lead and learn to learn

grantor: University of TorontoWhile much research has focused on the functions, types, and models of leadership, few studies have explored the role that reflection plays in the professional and personal development of Chief Executive Officers. The purpose of this qualitative study was to determine if CEOs used reflection and if so, when, how and why it was used. This is a study about the how leaders learn to learn and how they learn to lead. Through a two phase interview process, the major themes identified were: development of self-knowledge as an impetus to take action; harnessing cumulative knowledge to enhance decision-making; development of reflective systems; and the roles played by tacit knowledge, confidence and fear. The findings provide interesting insight into CEO learning, growth and development. The study seeks to identify methods and strategies by which CEOs may further propel themselves and their organizations into the great opportunities that await the reflective mind.M.A