Action Learning as a Human Resource Development Resource to Realize Collective Leadership

Abstract

Several months ago, I was pleased to speak at a conference on “Action Learning in a Changing World,” sponsored by the University Forum for Human Resource Development. In my presentation I featured action learning as a potential resource of human resource development for adopting collective leadership. I use the word potential because it is not necessarily the conventional purpose of action learning when adopted as a human resource development tool. It is primarily used as a form of workbased learning. However, its components can be aptly constituted for the former purpose; in fact, action learning may be one of the best HRD methods to prepare participants for collective leadership in the organization. Following the presentation, a number of questions were raised by the audience that were not fully addressed because of time limitations. Fortunately, Dr. Yonjoo Cho, HRDR’s Editor, has given me the opportunity of writing this editorial to elaborate on the issues raised at the conference as well as on other matters that can allow me to more fully explain my position that action learning can indeed be a human resource development resource to realize collective leadership.