Leader Development through Learning from Experience

The notion of leader development has become closely identifi ed with developmental experiences. Regardless of whether it is part of a formal classroom program, based on job (i.e., operational) assignments, or through self-directed learning, it is experience that is thought to drive adult development. But what is it about experience that makes it such an apparently potent force for development? More specifi cally, what (or where) is the theory behind this widespread belief that development comes about from experience? In addressing these questions, this chapter reviews some of the thinking about experience from the fi elds of applied psychology and adult education. In particular, the respective roles of experiential and vicarious learning are examined as they are central to the leader development process (Popper, 2005).