Facilitating action learning & virtual action learning for leadership development: experiences and insights from a UK Masters programme

Stewart, J.-A. (2024) Facilitating action learning & virtual action learning for leadership development: experiences and insights from a UK Masters programme. Action Learning: Research and Practice, 21 (1). pp. 43-62. ISSN 1476-7333 doi: 10.1080/14767333.2024.2310289

Abstract/Summary

Action learning is one of the most effective leadership development interventions (Day et al, 2014, Pauleen, 2003, Stewart, 2010), yet Virtual Action learning (VAL) has always struggled to be seen as a viable alternative, with both facilitators and participants often preferring face-to-face set meetings, and dismissing the technological options (Stewart, 2009, Dickenson et al, 2010). However, the onset of the Covid pandemic saw the rapid implementation of this remote technology-enabled approach, where VAL became the only option for action learning due to the restrictions on face-to-face working and travel limitations. This paper shares insights on the differences facilitating action learning and virtual action learning from a research project, based around a two-year Masters in Leadership programme in a UK business school, now delivered to over 300 experienced senior leaders, predominantly working in the UK NHS and a major UK retailer.

Item Type	Article
URI	https://reading-clone.eprints-hosting.org/id/eprint/115301
Identification Number/DOI	10.1080/14767333.2024.2310289
Refereed	Yes
Divisions	Henley Business School > Leadership, Organisations, Behaviour and Reputation
Uncontrolled Keywords	Facilitation Action Learning Virtual Action Learning Leadership Development
Publisher	Taylor & Francis
Download/View statistics	View download statistics for this item