Experiential learning for leadership and sustainability at IBM and HSBC

Abstract

Purpose

The purpose of this paper is to draw on empirical data from two major organisations (IBM and HSBC) to offer insight on the question of the effectiveness and potential value of experiential learning approaches to developing the mindsets and skills needed by organisational leaders as they respond to the pressures and opportunities of sustainability.

Design/methodology/approach

The data in this paper are drawn from semi‐structured interviews with previous programme participants in IBM's Corporate Service Corps and HSBC's Climate Champions Programme.

Findings

Interviewees reported that the learning programmes had a powerful impact and that a range of outcomes was achieved. The experiential, immersive experience was a fundamental factor in the achievement of these outcomes, from the perspective of participants, but only alongside a number of other key aspects of the design and facilitation of the programme, and also a number of factors related to the wider organisational context.

Research limitations/implications

It would be valuable to explore similar questions with a larger sample of programme participants, and also to explore variations across a wider number of organisations. Similarly, it would be valuable to gather longitudinal data to explore how the perspectives of participants on the impact of these learning programmes vary over time.

Practical implications

The findings lend weight to arguments that those involved in management development might usefully give more consideration of the potential value of experiential learning approaches. The findings also suggest that appropriate consideration be given to a number of other design and facilitation factors, as well as the scope for influencing a range of relevant factors in the wider organisational context.

Originality/value

This paper contributes original empirical data on the effectiveness and potential value of experiential learning approaches.

Citation

Gitsham, M. (2012), "Experiential learning for leadership and sustainability at IBM and HSBC", Journal of Management Development, Vol. 31 No. 3, pp. 298-307. https://doi.org/10.1108/02621711211208925