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Enhancing education through service learning: a project overview

Mark H. Jordan (Professor of Management at North Georgia College and State University, Dahlonega, Georgia, USA)
Mike Schraeder (Based at Troy University Montgomery, Montgomery, Alabama, USA)

Development and Learning in Organizations

ISSN: 1477-7282

Article publication date: 23 August 2011




This paper intendsto provide a summary of a service learning project that was used as a form of work‐based learning to facilitate leadership training and education for undergraduate business students.


Details regarding the service learning project are provided, including objectives and a general overview of the methodology. This specific project required undergraduate business students in a leadership course to function in simulated roles as consultants for a fictional consulting company charged with developing and delivering a leadership training seminar for practicing managers/employees of non‐profit organizations located near the university.


Benefits or advantages to using this project are described. One of the most significant benefits associated with the project included the opportunity for students, as fictional employees, to become subject matter experts, while also becoming actively engaged or immersed in the content of leadership.

Practical implications

This project provides evidence that service learning can be an effective method for “teaching” leadership skills and knowledge to undergraduate business students.


The service learning project summarized here provides a unique perspective on how this form of work based learning can be designed to foster the development of leadership knowledge and skills to undergraduate business students. Further, this project provides evidence of how this approach to learning can also benefit the community by enhancing the knowledge levels of employees in community organizations.



Jordan, M.H. and Schraeder, M. (2011), "Enhancing education through service learning: a project overview", Development and Learning in Organizations, Vol. 25 No. 5, pp. 21-23.



Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

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