Action‐based learning best practice: How to use one of the most powerful and effective tools in leadership development

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Pioneered by Professor Reg Revans, and developed worldwide since the late 1940s, action‐based learning is an educational process where people work with others to tackle relevant, real‐world issues as the way to learn and develop. This study, coupled with prior investigations, demonstrates that there is a large variation on how action learning is practiced. There are, however, some best practices that institutes employing action learning programs can follow.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Social implications

The paper provides strategic insights and practical thinking that can have a broader social impact.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2013), "Action‐based learning best practice: How to use one of the most powerful and effective tools in leadership development", Development and Learning in Organizations, Vol. 27 No. 3, pp. 26-28. https://doi.org/10.1108/14777281311315883