behavior. Spiritual engagement establishes the platform on which
physical, intellectual, and emotional engagement can be played
out. Leaders, and learning leaders in particular, are truly perform-
ing artists. Values such as keeping promises, telling the truth, fair-
ness, and respect for the individual are each and collectively
demonstrated in the learning leader’s day-to-day performance.
Every behavior makes a value statement of some sort. Value-
defining behaviors provide the platform of integrity that is essen-
tial for sustained learning to occur at both the individual and the
organizational level.
Each of these engagement areas is interrelated with the others,
and integrating all four into a personal performance provides a
unique (artistic) engagement experience. Engagement and learn-
ing are inextricably intertwined processes. When people are fully
engaged in learning and leading, they tend to provide a model and
by doing so extend an invitation to others to learn and lead
following their example. It is difficult to be fully engaged, yet it is
essential in order to advance the knowledge agenda.
Each person is unique, and hence the degree of each person’s
engagement will reflect his or her personal idiosyncrasies. Each per-
son has the potential to be a performing learning artist. Knowing
can be acquired with limited engagement; learning requires full
engagement. Being fully engaged makes a profound difference. If
they choose to be learning leaders, people who occupy leadership
positions can profoundly alter the nature of organizations.
Each of us gets to choose our degree of engagement and our
willingness to be learning leaders. The extent to which knowledge
will be on the move is dependent on the extent to which people will
be willing to make the choice to become learning leaders. The good
news is that there is a choice.
Alexander B. Hornimanhas been a member of the Darden School
faculty at the University of Virginia since 1967. During his time at
the university, he has taught courses in organizational behavior,
managerial psychology, leading strategic change, leadership andLEADING 193