Relevant and Timely Learning for Busy Leaders

Autor/inn/en	Claxton, Julia; Gold, Jeff; Edwards, Claire; Coope, Gary
Titel	Relevant and Timely Learning for Busy Leaders
Quelle	In: Action Learning: Research and Practice, 6 (2009) 1, S.63-70 (8 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1476-7333
Schlagwörter	Experiential Learning; Skill Development; Foreign Countries; Leadership Training; Hospitality Occupations; Training Methods; Distributive Education; Learner Engagement; Student Responsibility; Barriers; Cooperative Learning; Active Learning; Relevance (Education); United Kingdom + Suchen Sie Ihr Suchwort? Experiental learning; Erfahrungsorientiertes Lernen; Kompetenzentwicklung; Qualifikationsentwicklung; Ausland; Führungslehre; Gastgewerbegehilfe; Didaktik; Trainingsmaßnahme; Kooperatives Lernen; Aktives Lernen; Relevance; Relevanz; Großbritannien
Abstract	Lord Leitch was commissioned by the Chancellor in 2004 with a remit to "identify the UK's optimal skills mix in 2020 to maximise economic growth, productivity and social justice and to consider the policy implications of achieving the level of change required." In the 2006 Budget, the Chancellor asked Lord Leitch to consider how to better integrate employment and skills services at a local level. In his final report "Prosperity for all in the global economy--world class skills" Leitch states the need to further improve management and leadership skills in the UK recommending that the UK should aim to be a world leader on skills by 2020. One of the key ways to maximize economic growth is through leadership of small and medium enterprise. In response to this Leitch report and in conjunction with the Sector Skills Councils, an action learning opportunity was made available for leaders in the retail and leisure sectors in Merseyside. Alongside the government also highlighted a need for skill development in "inspirational" leadership in particular. To make learning and development "relevant and timely" for busy leaders, action learning is often a preferred option. This paper looks at three particular aspects of using action learning with leaders in the retail and leisure sectors. Firstly, how commitment to engage with the process was created and fostered, in light of work pressures and long working hours. Secondly, the factors that encouraged each member to feel, and act upon, a sense of responsibility for each others' learning and development, rather than just their own, and, thirdly, a frank look at some of the difficulties which arose which could have threatened the effectiveness of the learning. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10