Animating critical action learning: process-based leadership and management development

Abstract

Increasing attention is focusing on the value of critical approaches to enhancing leadership and management development processes. This paper examines how a critical action learning perspectives can be harnessed to produce valuable learning and development through critically reflective practise. Critical action learning approaches not only explore underlying power and control issues, but actively engage in an examination of political and cultural processes affecting leadership development. The aims of this paper are to explore approaches to critical action learning, to elucidate its principal features, to highlight how it can be applied in leadership and management development contexts and, finally, to illuminate some of the complexities and challenges of working with critical action learning in practice.

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