A Case Study of an Action Learning Program

This case study explored changes in leadership
behaviors and characteristics that had occurred as a
result of participation in an action learning
program, and explained how the program had led to
such changes in leadership. The case was an action
learning program that was used at a company in
Korea. The findings showed that communication skills
were perceived to have been most likely influenced
by action learning. The other elements that had been
more likely influenced by action learning included
visionary, follower-centered, reward equity, caring,
and confident leadership. The links between action
learning and changes in leadership indicated that
the activities related to the questioning and
reflection component seem most likely to facilitate
changes in leadership behaviors and characteristics.
The findings of this study provide HRD practitioners
with an insight into how an action learning program
needs to be designed and operated to maximize the
effectiveness of a leadership development program.

Autorentext

President of Paradigm Consulting, Korea. Tae Bok Lee has expertise in the areas of Leadership, and Change Management. He is the author of Change Is Never Ending, Change: Here to stay, and Principles of Successful Action Learning. He has a doctorate in Human Resources Development from the George Washington University.

Klappentext

This case study explored changes in leadership behaviors and characteristics that had occurred as a result of participation in an action learning program, and explained how the program had led to such changes in leadership. The case was an action learning program that was used at a company in Korea. The findings showed that communication skills were perceived to have been most likely influenced by action learning. The other elements that had been more likely influenced by action learning included visionary, follower-centered, reward equity, caring, and confident leadership. The links between action learning and changes in leadership indicated that the activities related to the questioning and reflection component seem most likely to facilitate changes in leadership behaviors and characteristics. The findings of this study provide HRD practitioners with an insight into how an action learning program needs to be designed and operated to maximize the effectiveness of a leadership development program.