Development of leaders of technologically-based companies: a trans-formative learning perspective

Abstract

This research aims to understand the learning processes of leaders of technology-based companies (TBCs) from the perspective of transformative learning, in which leader development is a process of changing awareness and transformation throughout life. A qualitative methodology consistent with the interpretative paradigm was applied, using thematic oral history as a method. Data were collected in semi-structured interviews with six EBT leaders. Data analysis was conducted based on the deductive and inductive coding approach. The findings suggest that learning processes and their outcomes implied changes in the way of leading. In processes, the informal character of transforming experiences, disorienting dilemmas as learning triggers, the role of critical reflection, and emotions during transformation stands out, in addition to “urge for change”, an aspect rarely included in empirical research on transformative learning. In the outcomes of the processes, data revealed learning in different dimensions: world view, self, epistemological and ontological learning, behavior, and capacity. The scientific contributions to the literature refer to the unprecedented use of the theoretical perspective of transformative learning to understand the development of TBCs leaders, especially the relationship between processes and learning outcomes, something that has not been studied so far in this type of organization.