Does Action Learning Promote Collaborative Leadership?

Joe Raelin

EconStor Open Access Articles and Book Chapters, 2006, vol. 5, issue 2, 152-168

Abstract: Given the need to unlock the capacity of everyone in the organization, interest in collaborative leadership is growing. But how is such a practice developed? The author proposes the use of action learning-in its original formulation, namely, through reflection on real-time work experience dealing with unfamiliar problems-as a gateway to collaborative leadership. Action learning is portrayed as growing in acceptance as a management education and learning approach that distills knowledge from a context to be used to provide learning to the practice as well as to the practitioner. The account demonstrates how the operating practices of collaborative leadership are directly affected by action learning and proposes that the two approaches are based on common principles.

Keywords: Collaborative leadership; Action learning; Collective leadership; Shared leadership; Facilitation; Change agency; Leadership; Leadership development (search for similar items in EconPapers)
JEL-codes: J28 L29 M10 M12 M53 O15 (search for similar items in EconPapers)
Date: 2006
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (17)

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Persistent link: https://EconPapers.repec.org/RePEc:zbw:espost:268503

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