Leadership and Learning: Facilitating Self-Directed Learning in Enterprises

Autor/inn/en	Smith, Peter J.; Sadler-Smith, Eugene; Robertson, Ian; Wakefield, Lyn
Titel	Leadership and Learning: Facilitating Self-Directed Learning in Enterprises
Quelle	In: Journal of European Industrial Training, 31 (2007) 5, S.324-335 (12 Seiten) PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0309-0590
DOI	10.1108/03090590710756783
Schlagwörter	Employees; Foreign Countries; Guidance; Vocational Education; Self Control; Leadership; Job Training; Learning Strategies; Data Collection; Administrators; Interviews; Research Methodology; Research Projects; Australia + Suchen Sie Ihr Suchwort? Employee; Arbeitnehmer; Beschäftigter; Ausland; Beratung; Ausbildung; Berufsbildung; Selbstbeherrschung; Führung; Führungsposition; Berufsqualifizierender Bildungsgang; Learning methode; Learning techniques; Lernmethode; Lernstrategie; Data capture; Datensammlung; Interviewing; Interviewtechnik; Research method; Forschungsmethode; Forschungsvorhaben; Australien
Abstract	Purpose: The purpose of this research is to show that a key aspect of learning and development of individual employees is that of self-directedness. This paper will consider the role of the leader in facilitating workforce development in terms of employees' self-directedness for learning. The research was designed to investigate the views that "learning leaders" in organizations have towards the development of self-directedness in employees; and to identify strategies that are feasible in developing self-directedness in operating organizations. Design/methodology/approach: This paper draws on a national research project undertaken in 12 organizations in Australia, representing a range of sizes and a number of industry sectors. Data collection involved interviewing learning and development managers in each organization to gauge the relative feasibility of the implementation of a number of pre-identified strategies designed to develop self-directedness among employees within operating work environments. Findings: The research showed that: learning managers and leaders were generally well disposed towards the development of self-directedness, and some had already moved to do so; and identified a number of possible strategies for implementation of varying degrees of feasibility. The paper will consider these findings in relation to the concept of a "learning leader". Research limitations/implications: Although the research was conducted in a diverse set of 12 enterprises, applicability of the results across an even wider set of enterprises would need to be tested. Originality/value: The findings of this research provide guidance to learning and development personnel on feasible strategies to use within their own organization to assist with the development of self-directed learning among employees. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10