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Virtual action learning: a pilot in building leadership capacity

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  • Phil Radcliff

Abstract

This account of practice encompasses a pilot virtual action learning programme with a small group of learners. This was an 18-month extension to the one-week Leadership Open Programme that the participants had previously completed at the Business School. It includes insights from an evaluation study completed in early 2016. It considers in particular the following issues: the structuring of a virtual event; the significance of maintaining continuity of learning; the need for commonality of reference points about leadership in order to enhance it; the selection of problems by participants; whether leadership development itself is a ‘wicked problem’ and the role and skills required of the tutor to add value to the learning experience. Amongst other benefits, the participants found the chance to build relationships broke down the loneliness of leadership and greatly enhanced their learning. These issues will be explored further in a review planned for early 2017.

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  • Phil Radcliff, 2017. "Virtual action learning: a pilot in building leadership capacity," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 14(1), pages 72-82, January.
    • Handle: RePEc:taf:alresp:v:14:y:2017:i:1:p:72-82
    DOI: 10.1080/14767333.2017.1282636
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    Cited by:

    1. Kath Aspinwall & Mike Pedler & Phil Radcliff, 2018. "Leadership development through virtual action learning: an evaluation," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 15(1), pages 40-51, January.

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