The Power of Embedded Developmental Relationships: Examining Interdependencies Among Informal Learning, Developmental Coaching Relationships, and Organizational Culture

Pierre Faller (), Victoria J. Marsick () and Karen E. Watkins ()
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Pierre Faller: Columbia University
Victoria J. Marsick: Columbia University
Karen E. Watkins: University of Georgia

Chapter Chapter 7 in HRD Perspectives on Developmental Relationships, 2022, pp 151-172 from Springer

Abstract: Abstract Developmental relationships can grow through informal learning under the right conditions which we suggest include supportive structures and practices and a learning culture that approximates a learning organization. What approaches enable leaders to help their subordinates develop their capacities? How can they understand and leverage interdependencies toward these goals? In this chapter, we look at the way interventions that support developmental relationships such as coaching can engage interactive interdependencies in intentional ways to have a wider impact on the organization. Through the example of an action learning program, we present an approach using peer, action learning, and managerial coaching that had a deep impact on the organization. We conclude the chapter with some implications and considerations for HRD practitioners and scholars.

Keywords: Developmental relationships; Learning organization; Organizational culture action learning coaching; Managerial coaching; Peer-to-peer coaching; Informal and incidental learning (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-85033-3_7

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DOI: 10.1007/978-3-030-85033-3_7

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