Understanding the learning tactics of college students and their relationship to leadership

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  • Understanding the learningtactics of college students andtheir relationship to leadership

    Barry Z. PosnerLeavey School of Business, Santa Clara University, Santa Clara,

    California, USA

    Abstract

    Purpose This research aims to extend the generalizability of previous studies, using managerialsamples, by investigating the tactics college students employ to learn and how this relates to their ownbehavior as leaders.

    Design/methodology/approach College students were surveyed regarding their typical tacticsfor learning, using Daltons Learning Tactics Inventory, along with the extent to which they engagedin various leadership practices, using Kouzes and Posners Student Leadership Practices Inventory.

    Findings Students who are more actively engaged in any of the various learning tactics (feelings,thinking, accessing others, and action), or all of them (versatility), subsequently report greaterengagement across the range of leadership practices as well as transformational leadership.

    Research limitations/implications The sample is drawn from college students, on a singlecampus, from a single discipline and in their first year of study and, while successfully holding thesevariables constant, may be unrepresentative of other student populations. The use of a studentpopulation may limit generalizability to managerial and/or professional populations. However, thehypotheses and methodology follow previous studies with managerial samples and serve to extend thevalidity of the learning and leadership relationships investigated. Future studies should addassessments of the effectiveness of leaders.

    Originality/value Leadership skills can be developed through a number of learning tactics andstrategies, rather than from a single perspective; but the greater the range of learning strategiesutilized, the more comfortable students feel engaging in various leadership behaviors. Leadershipdevelopment is a learning process in itself.

    Keywords Leadership, Learning, Students, Inventory

    Paper type Research paper

    People learn in a variety of ways. Similarly, people learn critical management andleadership skills from a variety of sources, often overlapping ones. While in school,college and university especially, learning about leadership and being a leader takesplace in formal classes and seminars, through reading books and articles, participationin co-curricular activities (ranging from intercollegiate and intramural sports,residential halls, fraternal organizations, student government, clubs, communityservice projects, etc.), interactions with external speakers, role models, and coaches,through small-group project assignments, challenging tasks, competitions, and evenhardships (Doh, 2003). Learning is the process of making meaning out of onesexperiences so that one can act appropriately. Mezirow (1994, pp. 222-223) defineslearning as the social process of construing and appropriating a new or revisedinterpretation of meaning of ones experience as a guide to action. Conceptualized

    The current issue and full text archive of this journal is available at

    www.emeraldinsight.com/0143-7739.htm

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    Received June 2008Revised January 2009Accepted January 2009

    Leadership & OrganizationDevelopment JournalVol. 30 No. 4, 2009pp. 386-395q Emerald Group Publishing Limited0143-7739DOI 10.1108/01437730910961694

  • broadly, therefore, people learn from their experience, however formal or informal,structured or naturally occurring. This study examined the tactics students use forlearning, and explored how these various learning tactics might relate to how studentsactually behaved as leaders.

    Precisely how students (or anyone, for that matter) learn has been the subject ofvoluminous research efforts (the review of which is clearly beyond the scope of thispaper). Generally, the process of learning has been considered from either a trait-basedapproach or as an information-processing strategy. That is, researchers typicallyexamine whether learning begins from an inside-out or outside-in perspective.Learning may be intentional, incidental or the by-product of another activity orsomewhat mindless assimilation (Rosenfield, 1988). Learning has also beenconceptualized as a progression of cognitive processing building blocks. Forinstance, Kitchener (1983, p. 230) explains that at the first level, individuals compute,memorize, read and comprehend. At the second level [metacognition], they monitortheir own progress and products as they are engaged in first-order cognitive tasks . . .The third level . . . epistemic cognition . . . explains how humans monitor their problemsolving when engaged in ill-structured problems, i.e. those which do not have anabsolutely correct solution. Transformative learning pertains to epistemic cognition;or what Mezirow (2000, p. 4) sees as another crucial mode of making meaning:becoming critically aware of ones own tacit assumptions and expectations and thoseof others and assessing their relevance for making an interpretation. Mindful learningor mindfulness, as described by Langer (1989, 1998), is quite similar to transformativelearning as it involves the ongoing creation of new categories, remaining open to newinformation, and being implicitly aware of multiple perspectives.

    Kegan (2000) describes transformational learning as an expansion of consciousnessand observes that this kind of learning is more than merely adding to what individualsalready know. Transformational learning shapes people, asserts Clark (1993, p. 47):they are different afterwards, in ways both they and others can recognize. Experienceis envisioned as the starting point in this approach and becomes the content forreflection. Engaging life experiences in a critically reflective manner is a necessarycondition for transformation. Indeed, the entire process of learning is a journey ofchange that is growth enhancing and developmental (Mezirow, 2000). Essentially thetransformational approach to learning is about change dramatic and fundamentalchange in the way people see themselves and the world in which they live.

    Researchers connected with the Center for Creative Leadership conducted studies oftransformational learning. In the context of leadership development they wereinterested in understanding what sort of approaches to learning most facilitated thecapability to learn from experience and under what conditions. Lombard et al. (1990)observed that most individual learning fell into one of four major categories:

    (1) Feelings represent those behaviors that individuals employ to acknowledge andmanage the emotions of anxiety or discomfort that arise from facing anunknown challenge.

    (2) Action represents those behaviors that occur from engaging in the task at handand experiencing the consequences.

    (3) Thinking describes those behaviors that are solitary and includes reflection,cognitive rehearsal and symbolic (or metaphorical) inductive strategies.

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  • (4) Accessing others represents observational and vicarious behaviors likemodeling, seeking advice, coaching, and formal training by others.

    Their framework argued that individuals who can learn from more than one categoryand thus have a greater repertoire of learning tactics at their disposal are better able tolearn about leading and becoming leaders. This happens because they are morecapable of approaching and learning from a greater variety of situations than thosemore narrowly focused or limited in their methodology for learning.

    Their studies showed that individuals differ in their ability and willingness to learnfrom experience. Individuals most successful in achieving their developmental goalswere those who used the greatest variety of learning tactics. Individuals who were lesssuccessful in attaining their goals were more cautious and reactive in their approach tolearning and employed fewer learning tactics. Those never able to reach their goalsavoided the task or used only a few tactics, often trying the same thing over and overagain, whether it was working or not (symptomatic of not learning). Individuals whowere able to improve their ability to learn from experience were able to expand thenumber and variety of learning tactics that they used.

    Brown and Posner (2001) extended this research by investigating how the use ofvarious learning tactics might be related to the ways, which actual leaders behave.This is relevant, as well, to the perspective of many leadership developmentframeworks which have argued that leaders are great learners (e.g. McCall et al.,1988; Vaill, 1999; Senge, 1990; Collins, 2001; Kouzes and Posner, 2007; Bennis, 2009).Across a varied group of managers Brown and Posner (2001) found a strongrelationship between the concepts of learning and leadership. The greater their facilityin learning and in learning across the entire range of learning tactics, the morefrequently these managers engaged in leadership behaviors. These authors note theneed to generalize their findings to different sample populations. This current studyresponds by investigating these same relationships using a sample of undergraduatecollege students. Such a sample consists of respondents with considerably less life(school and work) experience than Brown and Posners (2001) sample they would beat the start versus somewhere in the middle of their personal development as leaders.Replicating these earlier findings would extend the importance of strengtheningpeoples learning abilities as a possible antecedent to effectively learning to learn andsubsequently being effective as leaders. Replication would also enhance understandingabout the impact of transformative learning in enabling individuals to deal with thenatural complexities of leadership.

    Sample and methodologyThe sample consisted of all first year students majoring in business at a privatecomprehensive masters level university located on the west coast of the United States.Students (N 830) completed the questionnaires at the start of a required course intheir second quarter of enrollment. Data was collected over two years in order tominimize any potential impact of academic year. There were no significant differencesin the demographic characteristics between the students in year one or year two of thestudy. The students in the sample were relatively homogenous in terms of their ages(18-19 years). Nearly all had little to no work experience (beyond summer employment),and although somewhat active in extra-curricular activities while in high school they

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  • had not spent enough time at the university to become very engaged in anysubstantive activities or to hold any formal organizational positions. While thepercentage of male respondents was higher than female respondents (56 versus 44percent) post hoc analyses revealed no significant differences by gender. In all of thesedimensions this sample provided a good counterpoint to the sample characteristicsreported previously (Brown and Posner, 2001).

    Students completed the Learning Tactics Inventory (LTI) and the StudentLeadership Practices Inventory (S-LPI). The LTI (Dalton, 1999) is a 32-item set ofstatements intended to assess how people report learning when faced with thechallenge of an unfamiliar task or experience. Each statement is measured on afive-point Likert scale with 1 anchoring I have almost never used this approach to 5indicating I have almost always used this approach. The LTI yields four scales, eachof which represents a different tactic for learning:

    (1) action (e.g. I am proactive in my approach, preferring to learn by trial and error);

    (2) thinking (e.g. I read articles or books or go online to gain knowledge andbackground);

    (3) feeling (e.g. I confront myself on what I am worrying about); and

    (4) accessing others (e.g. I bounce my hopes and fears off someone I trust).

    Each of the learning tactics (scales) is measured by eight statements and Cronbachsalpha coefficients of internal reliability for each has been reported at 0.70 or greater(Dalton, 1999). In this study, Cronbachs alpha scores were roughly equivalent rangingfrom 0.67 to 0.72. A Versatility Index is computed by adding up how many tactics therespondent reports using, where the respondents score was above the median for thesample. Scores can range from zero to four, thus a score of four means the respondentscored above the median on all four learning tactics and is a highly versatile learner.Internal reliability (Cronbachs alpha) in this study for the Versatility Index was 0.70.

    The Student Leadership Practices (S-LPI) was designed to identify specificbehaviors and actions that students report using when they are at their personal bestas leaders (Posner and Brodsky, 1992; Kouzes and Posner, 2008). These behaviors arecategorized into five leadership practices. Representative statements of leadershipbehaviors for each leadership practice are:

    (1) model the way (e.g. I set a personal example of what I expect from others);

    (2) inspire a shared vision (e.g. I describe a compelling image of what our futurecould be like);

    (3) challenge the process (e.g. I seek out challenging opportunities that test my skillsand abilities);

    (4) enable others to act (e.g. I develop cooperative relationships with the people Iwork with); and

    (5) encourage the heart (e.g. I praise people for a job well done).

    Respondents are asked to consider how frequently they engage in each of the behaviorsusing five-point Likert-scales, with (1) indicating rarely or seldom and (5) indicatingvery frequently or almost always. Identified as practices common to successful leadersin corporate, government, and not-for-profit organizations, these leadership practices

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  • and behaviors have been shown to correspond well to the developmental issues ofimportance for college students (Brodsky, 1988).

    Cronbachs alpha coefficients of internal reliability for each have been reported inthe literature at 0.70 or greater (Posner, 2004) and in this study internal reliability forthese five leadership practices ranged from 0.65 to 0.77. A composite score wascalculated following the same procedure used in the construction of the VersatilityIndex on the LTI. This score, representing a Transformational Leadership Index, wascomputed by adding up how many leadership practices the respondent reported using,where the respondents score was above the median for the sample. TransformationalLeadership scores could range from 0 to 5; thus a score of five means the respondentscored above the median on all five leadership practices and is a high transformationalleader. Internal reliability (Cronbachs alpha) for the Transformational LeadershipIndex was 0.75.

    Previous studies have found the Student Leadership Practices Inventory to havesound psychometric properties (Kouzes and Posner, 2009); with validity for these fiveleadership practices and effectiveness reported across a range of student samplepopulations. Numerous researchers have successfully...

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