A summary of the research by John Burgoyne and Roger Stuart at Lancaster University in 1976 into the qualities of the effective manager and the sources of learning. The presentation also reflects on the implications for management learning practice.

1. 11 qualities of the effective
manager and the implications for
management learning
John Rogers
GTN – Global Talent Network
www.gtnworld.net

2. 11 qualities of the effective manager
Basic
knowledge
&
information
• Command of basic
facts
• Professional
knowledge
Skills &
attributes
• Tuning in to what’s
going on
• Analytical, problem
solving, judgement-making
• Social skills
• Emotional resilience
• Proactivity
Meta
qualities
• Imagination &
creativity
• Mental agility
• Balanced learning
habits
• Self knowledge
Burgoyne, J.G. and Stuart, R. The nature, use and acquisition of managerial skills and other attributes,
Personnel Review 1976, 5 (4), 19-29

3. The research
Two methods were used to ascertain the sources of
learning.
1. A critical incidents interview technique with 28
managers*
2. The data from the interviews was then distributed to
over 100 managers from a variety of organisations, via
questionnaire
*In essence the question being asked was something like
'tell me about something that is critical to your role that
you do well, and then describe how you have learnt to do
this?'

4. 9 sources of learning (in ranked order)
Source of learning Description
Doing the job The tasks and skills of management picked up by doing
the job of being a manager
Non-company education Graduate and post-graduate studies at universities and
business schools
Living The learning experience of life itself
In-company training One-off seminars to structured programmes of
management training
Self Derived from reflection, introspection and self
assessment
Doing other jobs The experiences gained from doing a diverse range of
non-managerial jobs
Media Newspapers, books, professional journals, etc
Parents Derived from background and upbringing
Innate skills and attributes considered to be genetically pre-determined

5. Which sources help develop which skills?
Qualities/Skills Primary learning sources for each quality/skill (in order of priority from L
to R)
Command of basic facts Doing the job In-company training Non-company education
Professional knowledge Doing the job Non-company education In-company training
Tuning in to what’s going on Doing the job Non-company education Living
Problem solving and decision
making
Doing the job Non-company education Living
Social skills Doing the job Non-company education Living
Emotional resilience Doing the job Living Self
Proactivity Doing the job Parents Self
Creativity Doing the job Non-company education Living
Mental agility Doing the job Non-company education Living
Balanced learning skills Doing the job Non-company education Doing other jobs
Self knowledge N.B This skill was added later to the model and was not tested in the original
research

6. The link between qualities, skills &
learning
• The most important
aspect of this research is
that it's based on what
managers are saying of
themselves. Their
answers tell us how they
link critical qualities/skills
and learning sources
• Managers ‘get it’ that they
learn most of what they
can do by doing the job.

7. The implications for management learning
• The variety of experience matters: doing the
job, doing other jobs and from the experience
of life itself
• Structured learning experiences are helpful,
especially when learners have the chance to
engage with others outside of the
organisation and to engage in deep learning
practice and assessment

8. What should we do more of to help
Helping managers learn from their experience:
– Through observation of themselves and others
– By paying attention and reflecting on what it is that
they are already doing
– How to reflect on, record and evidence what is being
learnt, e.g. blogging
– Getting feedback from peers and colleagues
– Developing a network inside and outside the
organisation
– How to ‘learn out loud’ and add value to what is
shared, especially via intra-organisation and external
social media channels

9. Possible methods
• Self-analysis questionnaires and quizzes.
• Short videos of, ideally, live workplace practice
• Mini-case studies that allow the user to make the link
between a concept and everyday practice
• ‘Organisational and cultural detective’ activities to
observe live workplace action
• Setting up and taking part in professional intranet and
internet groups
• Sharing ideas via ‘Ignite!’ style 5 minute presentations
• Forming ‘self-help’ learning groups on professional
topics

10. A Manager’s Guide to Self-
Development
• Development
framework based on
the research
• Practical advice on
development planning
• 57 self-development
activities

11. References
• Burgoyne, J.G. and Stuart, R. (1976) The nature,
use and acquisition of managerial skills and other
attributes, Personnel Review Vol 5 (4), 19-29
• Pedler, M., Burgoyne, J., Boydell, T. A (2013) A
Manager’s Guide to Self-Development, (6th
edition). Maidenhead: McGraw-Hill
• Photo credits (Flickr):
– Feedback Festival in S.Casciano by xdxd_vs_xdxd
– Learning to fly by Psycho Delia
– Social network in a course by Hans Poldoja

12. John Rogers – Learning in Practice
john@gtnworld.net
http://johnrogers960.blogspot.co.uk/
12
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