Learning journey of gold collar leaders

The purpose of this study is to explore how senior executives, known as gold collar leaders, learned to be gold collar leaders. The aim is to gain a deeper understanding of the learning experiences of leaders throughout their leadership journey. This research is a qualitative study and involves conducting semi-structured interviews with 15 gold collar leaders who hold senior positions with decision-making and signature authority within their organizations. Recognized for their exceptional expertise, strategic vision, and influence, gold collar leaders often undergo significant personal and professional development. This development is not simply the acquisition of new knowledge or skills; it involves a deep internal transformation that enhances their ability to lead effectively and inspire others. Research shows that developing knowledge and skills does not happen automatically; leaders need to understand their expected role, be aware of their competencies, and recognize what is required to meet expectations. During this process, leaders need to consider various factors such as organizational culture, the dynamics of the business world, personal values and principles, all of which simultaneously influence their leadership and learning journeys. From an existential learning perspective, the study examines the learning of gold collar leaders and concludes that the learning journey is a complex model that includes learning models such as experiential learning, self-directed learning, and transformational learning, all of which emphasize the social dimension of knowledge acquisition. They equip leaders with critical competencies such as business adaptability, vision, and inclusiveness. The journey results in leaders evolving their leadership style and competencies to the level of a gold collar leader.