Managers developing others through action learning

Abstract

Describes study of interaction between learners, bosses, mentors and clients on programmes designed through action learning. Reviews what happened with 26 participants and five mentors or bosses, and also perceptions of faculty and management development advisers. Finds that relationships were less effective than could have been achieved. Proposes action to ensure clearer understanding of the help that could be asked for or offered, and the development of a contract between learner and helper. Suggests also that bosses and mentors should be encouraged to review their own learning.

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