Executive Learning and Development

  • Marco SampietroEmail author
Reference work entry


The fast-changing competitive landscape requires continuous skills updates and improvements at all levels, from blue collars to CEOs. A skills update is particularly relevant for executives because of their considerable influence on the performance of the organizations they work for. However, executives’ learning and development has some peculiarities, such as:
  • While organizations design or recommend training programs for their employees, executives are often out of the loop, as they have the autonomy to decide whether they need to develop or improve a particular skill set themselves and, if this is the case, how to acquire such skills.

  • Their development has an impact on many other people.

  • Executives have very busy agendas; learning and development must take this important constraint into consideration.

  • When attending training programs, executives are not focused on learning alone but also on developing business relationships with other participants.

In this essay, executive learning will be addressed in consideration of the aforementioned peculiarities.


Executive learning Executive development Executive education Business schools 


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Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  1. 1.Leadership, Organization and HRM Knowledge GroupSDA Bocconi School of ManagementMilanItaly

Section editors and affiliations

  • Michael Gessler
    • 1
  • Larissa Freund
    • 2
  • Susanne Peters
    • 3
  1. 1.Institute of Technology and EducationUniversity of BremenBremenGermany
  2. 2.University of BremenBremenGermany
  3. 3.University of BremenBremenGermany

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