Work‐based learning creates rounded bosses and teams: Focus on the “softer skills” can provide strong and valuable lessons for managers

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Some social aspects of work‐based learning are seen traditionally as providing employers with “soft skills,” icing on the cake rather than the really essential “hard” skills. In fact, the people skills required by managers can hardly be called soft at all. As Gene Dixon observes, experienced managers would certainly take issue with the term, seeing the people skills they require as fundamental to carrying out their role effectively. Because whatever the business, management per se becomes the key focus for a leader, whatever his or her field might be.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Social implications

The paper provides strategic insights and practical thinking that can have a broader social impact.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2011), "Work‐based learning creates rounded bosses and teams: Focus on the “softer skills” can provide strong and valuable lessons for managers", Development and Learning in Organizations, Vol. 25 No. 5, pp. 24-27. https://doi.org/10.1108/14777281111159410