Supporting managerial learning in the workplace

Abstract

Suggests that more and more organizations are attempting to establish a culture of learning that values the knowledge that employees have derived from learning how to perform effectively in the workplace. Reviews recent contributions to the literature on aspects of managerial learning and addresses the question “how do managers learn best in the workplace?” Draws from articles published between 1994‐1996 in eight journals: Executive Development; Journal of Management Development; Journal of Organizational Change Management; Leadership & Organization Development Journal; Management Development Review; Team Performance Management; The Journal of Workplace Learning; The Learning Organization. Focuses on four themes: managerial learning and work; coaching, mentoring and team development; competences, managerial learning and the curriculum; work‐based action learning. Concludes with a summary of the implications for managerial learning.

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