{"title":"Action Learning as a Human Resource Development Resource to Realize Collective Leadership","authors":"J. Raelin","doi":"10.1177/15344843211022600","DOIUrl":null,"url":null,"abstract":"Several months ago, I was pleased to speak at a conference on “Action Learning in a Changing World,” sponsored by the University Forum for Human Resource Development. In my presentation I featured action learning as a potential resource of human resource development for adopting collective leadership. I use the word potential because it is not necessarily the conventional purpose of action learning when adopted as a human resource development tool. It is primarily used as a form of workbased learning. However, its components can be aptly constituted for the former purpose; in fact, action learning may be one of the best HRD methods to prepare participants for collective leadership in the organization. Following the presentation, a number of questions were raised by the audience that were not fully addressed because of time limitations. Fortunately, Dr. Yonjoo Cho, HRDR’s Editor, has given me the opportunity of writing this editorial to elaborate on the issues raised at the conference as well as on other matters that can allow me to more fully explain my position that action learning can indeed be a human resource development resource to realize collective leadership.","PeriodicalId":51474,"journal":{"name":"Human Resource Development Review","volume":null,"pages":null},"PeriodicalIF":4.6000,"publicationDate":"2021-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15344843211022600","citationCount":"7","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Human Resource Development Review","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1177/15344843211022600","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 7
Abstract
Several months ago, I was pleased to speak at a conference on “Action Learning in a Changing World,” sponsored by the University Forum for Human Resource Development. In my presentation I featured action learning as a potential resource of human resource development for adopting collective leadership. I use the word potential because it is not necessarily the conventional purpose of action learning when adopted as a human resource development tool. It is primarily used as a form of workbased learning. However, its components can be aptly constituted for the former purpose; in fact, action learning may be one of the best HRD methods to prepare participants for collective leadership in the organization. Following the presentation, a number of questions were raised by the audience that were not fully addressed because of time limitations. Fortunately, Dr. Yonjoo Cho, HRDR’s Editor, has given me the opportunity of writing this editorial to elaborate on the issues raised at the conference as well as on other matters that can allow me to more fully explain my position that action learning can indeed be a human resource development resource to realize collective leadership.
期刊介绍:
As described elsewhere, Human Resource Development Review is a theory development journal for scholars of human resource development and related disciplines. Human Resource Development Review publishes articles that make theoretical contributions on theory development, foundations of HRD, theory building methods, and integrative reviews of the relevant literature. Papers whose central focus is empirical findings, including empirical method and design are not considered for publication in Human Resource Development Review. This journal encourages submissions that provide new theoretical insights to advance our understanding of human resource development and related disciplines. Such papers may include syntheses of existing bodies of theory, new substantive theories, exploratory conceptual models, taxonomies and typology developed as foundations for theory, treatises in formal theory construction, papers on the history of theory, critique of theory that includes alternative research propositions, metatheory, and integrative literature reviews with strong theoretical implications. Papers addressing foundations of HRD might address philosophies of HRD, historical foundations, definitions of the field, conceptual organization of the field, and ethical foundations. Human Resource Development Review takes a multi-paradigm view of theory building so submissions from different paradigms are encouraged.