Action Learning and Leadership Development: An Article Critique

Journal of Business and Management Studies

View Publication Info
 
 
Field Value
 
Title Action Learning and Leadership Development: An Article Critique
 
Creator Awashreh, Raed
 
Subject leadership
transformation
action learning
changes
 
Description This critique is for an article entitled "action learning and leadership development" written by three scholars: Volz-peacock, Carson, and Marquardt in 2016 and was published in the journal of Advances in Developing HumanResources. Action learning, a famous widely used method in developing people skills. The authors explain that action learning teaches individual and groups of managers to handle real problems that may face in work. This method benefits three parties: learners themselves, employees, and their organizations and ensure the pipeline of leaders will not stop. The popularity of action learning rose because the method helps to develop leaders with less or limited resources. Managers who are learning through this method continue performing their duties. Although the article has no clear objective, it finds that action learning suits both open and closed organizational systems. Action learning uses leaders from inside organization to develop potential leaders.
 
Publisher Al-Kindi Center for Research and Development
 
Date 2020-06-30
 
Type info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
Peer-reviewed Article
 
Format application/pdf
 
Identifier https://al-kindipublisher.com/index.php/jbms/article/view/6
 
Source Journal of Business and Management Studies; Vol. 2 No. 1 (2020): Journal of Business and Management Studies ; 23-25
2709-0876
 
Language eng
 
Relation https://al-kindipublisher.com/index.php/jbms/article/view/6/35
 
Rights Copyright (c) 2020 Journal of Business and Management Studies
https://creativecommons.org/licenses/by-nc/4.0
 

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