Little has been written about developing directors and even less about how to integrate learning on a formal programme with learning through work itself. New research on learning from experience is reviewed and the four approaches which were found to have been used by directors are described....

Describes study of interaction between learners, bosses, mentors and clients on programmes designed through action learning. Reviews what happened with 26 participants and five mentors or bosses, and also perceptions of faculty and management development advisers. Finds that relationships were...

Little has been written about developing directors and even less about how to integrate learning on a formal programme with learning through work itself. Reviews new research on learning from experience and describes the four approaches which were found to have been used by directors. Gives...

Action learning was a comparative latecomer to the lexicon of management development techniques, gaining widespread acceptance only in the 1970s thanks to the work of Reg Revans. Reviews what we have since learned about the process, how it holds up against developments like the competence...

Examines the importance of the individual and the organisation in the learning process of managers. Discusses recognising and using learning opportunities, providing help, and using real‐time management experience for learning. Focuses on action learning and empowerment.

Examines the importance of the individual and the organization in the learning process of managers. Discusses recognizing and using learning opportunities, providing help, and using real‐time management experience for learning. Focuses on action learning and empowerment.