Role modelling in manager development: learning that which cannot be taught

Purpose – This is an empirical article which aims to examine the extent and nature of management role modelling and the learning achieved from role modelling. The article argues that the spread of taught management development and formal mentoring programmes has resulted in the neglect of practice‐knowledge and facets of managerial character formation, the learning of which are largely attributable to informal role modelling.Design/methodology/approach – Empirical research was conducted with middle manager respondents who compiled portfolios of images representing the process of their “becoming” managers. Respondents then participated in in‐depth interviews to explore their portfolios.Findings – Respondents typically learned from observing several positive role models and at least one negative role model. Positive role models were selected on the basis of charisma but also competence and contextual compatibility. The key lessons respondents learned from role models involved values, attitudes and ethical s...