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Crafting continuing learning and development: a positive design tool for leadership development

Crafting continuing learning and development: a positive design tool for leadership development Purpose – The purpose of this paper is to consider leaders as continuing learning and development (L&D) crafters. Design/methodology/approach – To maximize leaders’ “self-awareness” and “learning agility”, this article addresses itself to positive, purposeful and planned self-development by means of continuing L&D crafting. Findings – Executing leader’s structured and personalized developmental portfolios produce both personal and organizational gains, as reported by participants in the global “Learning Entrepreneurs” research project. Practical implications – The article offers a “designy” tool that executives can use in the workplace and outside. Social implications – Apart from the fact that it seems highly practical to employ L&D crafting as a business leadership development method, one can extrapolate this idea, and recommend this technique to leaders outside of business. This may transform institutions at large into learning organizations. Originality/value – Rooted in design thinking and positive organizational studies, the article advances a “continuing developmental portfolio” made up of two components: a continuing executive development “Check-in” and “Design”. These together are a mechanism for natural and disciplined learning from opportunistic incidents. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Development and Learning in Organizations Emerald Publishing

Crafting continuing learning and development: a positive design tool for leadership development

Tkaczyk, Bart
Development and Learning in Organizations , Volume 28 (4): 4 – Jun 2, 2014
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References (5)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1477-7282
DOI
10.1108/DLO-10-2013-0079
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to consider leaders as continuing learning and development (L&D) crafters. Design/methodology/approach – To maximize leaders’ “self-awareness” and “learning agility”, this article addresses itself to positive, purposeful and planned self-development by means of continuing L&D crafting. Findings – Executing leader’s structured and personalized developmental portfolios produce both personal and organizational gains, as reported by participants in the global “Learning Entrepreneurs” research project. Practical implications – The article offers a “designy” tool that executives can use in the workplace and outside. Social implications – Apart from the fact that it seems highly practical to employ L&D crafting as a business leadership development method, one can extrapolate this idea, and recommend this technique to leaders outside of business. This may transform institutions at large into learning organizations. Originality/value – Rooted in design thinking and positive organizational studies, the article advances a “continuing developmental portfolio” made up of two components: a continuing executive development “Check-in” and “Design”. These together are a mechanism for natural and disciplined learning from opportunistic incidents.

Journal

Development and Learning in Organizations – Emerald Publishing

Published: Jun 2, 2014

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