Leadership, Learning, Ambiguity, and Uncertainty and Their Significance to Dynamic Organizations

This research initiative started in the early 1990s when our two separate research interests coincided around one question: What new skills and behaviors would turn-of-the-century leaders need?

Previously the second author was investigating how leaders learned (McCall, Lombardo, & Morrison, 1988; Morrison, White, & Van Velsor, 1987) and the first was trying to understand how leaders had formulated strategies for change (Hodgson & Crainer, 1993; Wille & Hodgson, 1991). Our previous work, although completely independent, pointed to similar conclusions about a possible gap in what was known about the skills that would be significant for leaders in the future.