Developing leadership behaviours in higher education: A quasi-experimental study on the effect of experiential learning

ABSTRACT

Relying on experiential learning theory and adopting the framework of the emotional intelligence leadership styles, this research analyses the effectiveness of a leadership development programme for graduate students in promoting a change in individual behaviours. A quasi-experimental research design was implemented to analyse the improvement in the adoption of leadership behaviours over time through self and external evaluation. Participants showed a higher frequency of adoption of visionary, coaching and affiliative leadership styles in relation to the pre-test and compared to the control group. In addition, this study explores the influence of the journaling and learning plan techniques on the development of leadership behaviours. Results show that both the definition of a learning plan encompassing individual change goals and the personal reflections on the practice of leadership behaviours influence leadership development. Moreover, engaging in both learning techniques creates a synergistic effect on leadership development.

KEYWORDS:

• Leadership development
• higher education
• experiential learning
• emotional intelligence
• reflective learning
• learning plan

Acknowledgments

This research has been conducted at the Ca’ Foscari Competency Centre of the Ca’ Foscari University of Venice. The authors thank all the colleagues of the Ca’ Foscari Competency Centre and the Department of Management-Venice School of Management with whom the authors had the opportunity to share their research. The authors express their gratitude to the reviewers and the editor, whose support was fundamental to direct the manuscript.

Disclosure statement

No potential conflict of interest was reported by the author(s).

Data availability statement

The data that support the findings of this study are available from the authors, upon reasonable request.

Ethic statement

Ethical review and approval were not required for the study on human participants in accordance with the local legislation and institutional requirements. The participants provided their written informed consent to participate in this study.

Additional information

Funding

This research did not receive any specific grant from funding agencies in the public, commercial, or not-for-profit sectors.

Notes on contributors

Sara Bonesso

Sara Bonesso is associate professor of Organization Design, Organization Behaviour and Human Resources Management at the Department of Management-Venice School of Management, Ca’ Foscari University of Venice, Italy. She is co-founder and vice-director of the Ca’ Foscari Competency Centre. She is also associate editor of Frontiers in Psychology (section Organizational Psychology) and member of the Consortium for Research on Emotional Intelligence in Organizations. Her recent research investigates the development and the assessment of behavioural competencies, women leadership, leadership development, crisis leadership, the impact of behavioural competencies on entrepreneurial intent, digitalization, innovation, employability, and career development.

Laura Cortellazzo

Laura Cortellazzo is assistant professor of Business Organization and Human Resources Department of Management-Venice School of Management, Ca' Foscari University of Venice. She is also member of the Ca’ Foscari Competency Centre. She received her PhD in Management at Ca’ Foscari University of Venice, and a PhD in Management-People management and organization at ESADE Business School in Barcelona. Her research interests are related to the assessment and development of behavioural competencies, digital leadership, the role of behavioural competencies in fostering employability and career orientation.

Fabrizio Gerli

Fabrizio Gerli is associate professor of Business Organization and Human Resources Department of Management-Venice School of Management, Ca' Foscari University of Venice, where he received his PhD in Management. He is also the director of the Ca’ Foscari Competency Centre and the Scientific Coordinator of postgraduate courses in Human Resources Management. He is also associate editor of Frontiers in Psychology (section Organizational Psychology) and member of the Consortium for Research on Emotional Intelligence in Organizations. His research interests concern inter-firm and inter-industry competency modelling, entrepreneurial competencies and firm performance and the development of behavioural competencies.