Developing managers and leaders

Citation

(2006), "Developing managers and leaders", Development and Learning in Organizations, Vol. 20 No. 1. https://doi.org/10.1108/dlo.2006.08120aaf.002

Developing managers and leaders

Developing managers and leaders

Peckham MOrganizations & People: Successful Development, (UK), May 2005 Vol 12 No 2, Start page: 18, No of pages: 6

Purpose – to describe, very briefly, an approach to management development that relies more on “accidental learning”, “informal learning” and “social learning” than on “intended learning outcomes”. Design/methodology/approach – states that the most important questions for management developers to ask are not, “What do learners need to learn?” but “What do learners need to experience?” and “How to create the conditions for learning”. Developers need, therefore, to become the architects of the experience, designing and capturing a space in which learning can take place, rather than the architects of the learning. Provides two brief case studies that demonstrate how an approach using “expressive objectives” and “learning architecture” are more appropriate for developing management and leading skills in “Generation Xers”, one case study involving a group of call centre team leaders from One Account (part of the Royal Bank of Scotland), the other a team of young managers from the Diamond Training Company (part of De Beers). Originality/value – Outlines a strategy of management development that better suits individuals who have been told “you can have it all – and now”.Classification(s): Human Resource Management – Staff development; Workplace/Organizational Learning; Premier Management; HRStyle: ViewpointISSN: 1350-6269

Keywords: Management development, Experiential learning, Learning methods