Leadership development: applying new learning in an organisational context
Meyer, Edgar, Connell, Con and Humphris, Debra (2006) Leadership development: applying new learning in an organisational context. British Journal of Leadership in Public Services, 2, (2), 21-33.
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This paper presents findings from a qualitative study evaluating the impact of a leadership development intervention. The evaluation was designed to look beyond individual learning, but explore organisational learning once participants rejoined their organisations. A range of interviews were conducted with participants and their line managers to elicit perceptions about what participants learned, how interviewees thought the learning was used in practice and what organisational procedures are in place to integrate new learning into work practices within the organisation. The evaluation shows that individual learning took place, but little organisational learning transpired. The research found that lack of time to practice new learning and fragmented organisational support are the factors that influence learning transfer. Additional factors influencing the identification of learning transfer are the non-alignment of organisational strategy/need with the education agenda supporting this strategy/need and the limited understanding of measurable benefits - financial or behavioural - that such training may provide.
|Keywords:||individual learning, leadership development intervention, new learning, organisational learning, training outcomes|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
L Education > L Education (General)
|Divisions:||University Structure - Pre August 2011 > School of Management
University Structure - Pre August 2011 > Superseded (HCIU)
|Date Deposited:||14 Dec 2006|
|Last Modified:||20 Jun 2011 10:29|
|Contributors:||Meyer, Edgar (Author)
Connell, Con (Author)
Humphris, Debra (Author)
|Contact Email Address:||T.Meyer@soton.ac.uk|
|RDF:||RDF+N-Triples, RDF+N3, RDF+XML, Browse.|
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