Encyclopedia of Leadership

14.6

LEADERS AND LEARNING STYLES

Inspired by David Kolb, Anthony Alexander, and Phillip Hunsuker.

“Different strokes for different folks” is a useful adage for a leader. People simply do not all

think and learn in the same ways. (Ironically, treating people fairly can mean treating them

quite differently!) One important aspect of these differences is how people learn. This tool will

help you understand your own learning preferences, the learning preferences of others, and

how you can turn these differences—often sources of conflict—into sources of enrichment,

strength, team diversity, and improved business results.

THE FOUR LEARNING STYLES

The central point of this tool is that different people, including leaders, learn in different ways.

There is no right or wrong learning style, and most people can use at least a couple of learn-

ing styles if necessary. Nonetheless, a person will learn more willingly and easily when allowed

to use his or her preferred learning approach.

444 SECTION 14 TOOLS FORLEARNING

Sensors

(Kolb’s concrete experience)

Assessors

(Kolb’s reflective observation)

Thinkers

(Kolb’s abstract conceptualization)

Doers

(Kolb’s active experimentation)

➠Tend to rely on feelings, values, and empathy to make conclusions.

➠Like to learn by talking it out, interacting, and discussing with others.

➠Dislike a lot of theory. “Sit still and be quiet” doesn’t work well with this style.

➠Tend to observe, listen, and carefully assess information.

➠Like to learn by listening and watching.

➠Dislike sharing, role-playing, and interaction-based learning approaches.

➠Tend to rely on logic and rational evidence to make conclusions.

➠Like to learn from impersonal models and systematic analysis.

➠Dislike unstructured, open-ended exercises and discussions.

➠Tend to learn by trying it out and doing.

➠Like to learn from practical simulations, projects, and small-group discussions.

➠Dislike lectures and passive learning.

Learning style Learning preferences

Strengths:

• getting things done


• taking risks
  Weaknesses:


• too much trial and error


• staying on purpose

Strengths:

• making decisions


• solving problems
  Weakness:


• jump to action

Strengths:

• framing problems


• creating models and plans
  Weaknesses:


• team learning


• seeing the big picture

Strengths:

• imagining


• brainstorming
  Weakness:


• coordinating action

Doers Assessors

Thinkers

Sensors