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Leadership and learning: facilitating self-directed learning in enterprises

Smith, Peter, Sadler-Smith, Eugene, Robertson, Ian and Wakefield, Lyn 2007, Leadership and learning: facilitating self-directed learning in enterprises, Journal of European industrial training, vol. 31, no. 4, pp. 324-335, doi: 10.1108/03090590710756783.

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Title Leadership and learning: facilitating self-directed learning in enterprises
Author(s) Smith, Peter
Sadler-Smith, Eugene
Robertson, Ian
Wakefield, Lyn
Journal name Journal of European industrial training
Volume number 31
Issue number 4
Start page 324
End page 335
Publisher MCB University Press (Emerald)
Place of publication Bradford, England
Publication date 2007
ISSN 0309-0590
1758-7425
Keyword(s) Australia
leaders
self-development
self-managed learning
workplace learning
Summary Purpose - 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 - 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 - 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.


Notes The final published version is available from http://www.emeraldinsight.com/journals.htm?issn=0309-0590
Language eng
DOI 10.1108/03090590710756783
Field of Research 130108 Technical, Further and Workplace Education
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©Emerald Group Publishing Limited
Free to Read? Yes
Persistent URL http://hdl.handle.net/10536/DRO/DU:30007778

Document type: Journal Article
Collections: School of Education
Open Access Collection
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Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.