LEARNING AGILITY AS A KEY DRIVER OF LEADERSHIP POTENTIAL FOR TALENT IDENTIFICATION, PIPELINE DEVELOPMENT, AND SUCCESSION PLANNING IN ORGANIZATIONS

Learning agility is a core element of any successful talent-management (TM) system. Decades of research in both academic and applied domains have demonstrated the critical role that learning from experience plays in predicting both leader performance and potential. Although many organizations recognize the importance of learning agility and are using it for different TM-related purposes, several issues in the extant literature can make it difficult for practitioners to find the right emphasis or the most useful application for their respective organizations. The purpose of this article is to address some of these challenges and provide greater clarity for applied psychologists working in this area by summarizing the literature and discussing the application of learning agility specifically as it relates to several core TM practices. First, we review the history and research on learning agility in the context of understanding current leadership performance and future capabilities. Next, we discuss the application of learning agility as it relates to key practice areas for TM professionals and consulting psychologists: (a) identifying high-potential talent at multiple career stages, (b) developing a longer-term pipeline of future leaders (i.e., leadership bench), and (c) building robust succession plans and slates of candidates for staffing senior-leadership roles (i.e., focusing on bench strength). We conclude with suggestions for future research.