Leading Change
    Educational Change in Asia
    Problem-based Learning


Developing Leaders

   Rapid change in organizations during this era of globalization has put a premium on leadership at all levels of organizations in every sector. As the paradigm for leadership has changed from the single heroic leader to empowered leaders throughout the organization, there has been more interest in how we develop leadership.  See resources on this website describing problem-based leadership development.

 Problem-based Leadership Development

   Over sixty years ago, Charles Gragg, one of the originators of case teaching at the Harvard Business School, stated: “Education in the professions should prepare students for action.”[As teachers of management, my colleague, Ed Bridges and I have long shared Gragg’s value concerning the importance of this purpose of education. Indeed, our initial interest in problem-based learning during the 1980s resulted from our own search for approaches to teaching and learning that met this criterion for education in the professions. Our subsequent experience using PBL in management education programs in North America, Australia and Asia reinforces our belief in its efficacy as an approach that prepares ‘managers for action.’

Although we believe that PBL represents a potentially powerful approach to preparing ‘managers for action,’ at no point do we advocate for others to employ PBL as the only method of teaching and learning for use in all schools, by all instructors, and for all subject matter. PBL is one of a number of approaches that, used skillfully, enables us to meet the ambitious goal of preparing ‘managers for action.’

Strengths of problem-based leadership development include the following::

       Problem-solving skills and attitudes: Confidence to take on problems as opportunities, as well as the ability to think systematically, analytically, critically, and creatively.

       Global perspective: A broad perspective based on an understanding of issues and opportunities in both the local and global environments.

       Leadership competencies: The ability to work collaboratively in creating a vision for the organization, developing a socially responsible strategy for implementation, and motivating others to join in working towards its achievement.

       Management competencies: Ability to use skills in managing projects, resources and business processes to achieve results efficiently.

       Ethical judgment and decision-making: Awareness of the ethical impact of decisions and the importance of values in managing people and organizations in a diverse, global society.

        Adaptability, self-reflection, and personal development: Understanding ones’ own value orientation, developing a capacity for reflection, and cultivating skills and attitudes that support lifelong learning.

       Communication: Ability to communicate effectively, orally and in writing, in working with culturally diverse audiences.

       Functional knowledge: A comprehensive knowledge of the functional areas of management including the ability to employ relevant social science theories and craft knowledge in managing organizations.

       Managing information and technologies: Knowledge of and ability to plan for and use information technologies as tools for productive management of organizations.

  Books and Papers on Leadership Development
 Presentations on Leadership Development
   Presentations by Philip Hallinger on Leadership Development:

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