Since the inception of Learning Agility in 2000, following decades of research into the elusive elements of leadership success, increasing attention has been paid to finding out more about it and how it functions in organisations. A large number of practical case studies and testimonials speak to the power of Learning Agility in predicting high potentials and future high performers. But does it stand up to scrutiny when subjected to rigorous statistics?
A recent meta-analysis by De Meuse (2019) examined 20 published studies regarding the link between Learning Agility and leadership success. By combining the outcomes of these 20 analyses, an overall relationship of p = 0.74 was found between Learning Agility and leader performance.
Information taken from De Meuse, 2019
The overall relationship between Learning Agility and leadership performance is significantly higher than correlations found between performance and other selection instruments, including emotional intelligence and job experience. These relationships were highlighted in the meta-analysis, after comparing the Learning Agility findings to meta-analyses conducted on cognitive ability, emotional intelligence and other sources of information.
Download the full meta-analysis for more insight into the results.