{"title":"在领导力培养中寻找发展:评估研究生的反思性学习","authors":"Timothy O’Brien","doi":"10.1177/10525629241261972","DOIUrl":null,"url":null,"abstract":"Scholars have identified reflexivity, the ability to question what one might be taking for granted, as a critical meta-cognitive skill that management schools should cultivate amongst students. Reflexive learning though is a complex and idiosyncratic process. Little is known about how students experience this process, what they learn, or how a range of students representing different degrees of potential for reflexivity experience such a process differently. This article reports on a study using Kegan’s Constructive Developmental Theory to assess how masters students at a professional school studying leadership and representing different developmental stages experience the same teaching methods for cultivating reflexivity. This work illuminates how students at different stages of development experience the same teaching method for cultivating reflexivity quite differently. Results indicate that for students with limited potential for reflexivity, there is profound developmental growth. Other students who began the course with existing reflexive capacity did not initially demonstrate skills of reflexivity. However, this group of students learned to practice reflexivity without actually interrogating their own assumptions in a way that represents developmental growth. I share details of the study and conclude with implications for teaching reflexivity across a diverse range of experience.","PeriodicalId":47308,"journal":{"name":"Journal of Management Education","volume":null,"pages":null},"PeriodicalIF":2.5000,"publicationDate":"2024-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Looking for Development in Leadership Development: Assessing Learning for Reflexivity Among Graduate Students\",\"authors\":\"Timothy O’Brien\",\"doi\":\"10.1177/10525629241261972\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Scholars have identified reflexivity, the ability to question what one might be taking for granted, as a critical meta-cognitive skill that management schools should cultivate amongst students. Reflexive learning though is a complex and idiosyncratic process. Little is known about how students experience this process, what they learn, or how a range of students representing different degrees of potential for reflexivity experience such a process differently. This article reports on a study using Kegan’s Constructive Developmental Theory to assess how masters students at a professional school studying leadership and representing different developmental stages experience the same teaching methods for cultivating reflexivity. This work illuminates how students at different stages of development experience the same teaching method for cultivating reflexivity quite differently. Results indicate that for students with limited potential for reflexivity, there is profound developmental growth. Other students who began the course with existing reflexive capacity did not initially demonstrate skills of reflexivity. However, this group of students learned to practice reflexivity without actually interrogating their own assumptions in a way that represents developmental growth. I share details of the study and conclude with implications for teaching reflexivity across a diverse range of experience.\",\"PeriodicalId\":47308,\"journal\":{\"name\":\"Journal of Management Education\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":2.5000,\"publicationDate\":\"2024-07-25\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Management Education\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1177/10525629241261972\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"EDUCATION & EDUCATIONAL RESEARCH\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Management Education","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1177/10525629241261972","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"EDUCATION & EDUCATIONAL RESEARCH","Score":null,"Total":0}
Looking for Development in Leadership Development: Assessing Learning for Reflexivity Among Graduate Students
Scholars have identified reflexivity, the ability to question what one might be taking for granted, as a critical meta-cognitive skill that management schools should cultivate amongst students. Reflexive learning though is a complex and idiosyncratic process. Little is known about how students experience this process, what they learn, or how a range of students representing different degrees of potential for reflexivity experience such a process differently. This article reports on a study using Kegan’s Constructive Developmental Theory to assess how masters students at a professional school studying leadership and representing different developmental stages experience the same teaching methods for cultivating reflexivity. This work illuminates how students at different stages of development experience the same teaching method for cultivating reflexivity quite differently. Results indicate that for students with limited potential for reflexivity, there is profound developmental growth. Other students who began the course with existing reflexive capacity did not initially demonstrate skills of reflexivity. However, this group of students learned to practice reflexivity without actually interrogating their own assumptions in a way that represents developmental growth. I share details of the study and conclude with implications for teaching reflexivity across a diverse range of experience.
期刊介绍:
The Journal of Management Education (JME) encourages contributions that respond to important issues in management education. The overriding question that guides the journal’s double-blind peer review process is: Will this contribution have a significant impact on thinking and/or practice in management education? Contributions may be either conceptual or empirical in nature, and are welcomed from any topic area and any country so long as their primary focus is on learning and/or teaching issues in management or organization studies. Although our core areas of interest are organizational behavior and management, we are also interested in teaching and learning developments in related domains such as human resource management & labor relations, social issues in management, critical management studies, diversity, ethics, organizational development, production and operations, sustainability, etc. We are open to all approaches to scholarly inquiry that form the basis for high quality knowledge creation and dissemination within management teaching and learning.