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A framework for the facilitation of accelerated leadership and management capability development in the workplace

Author

Listed:
  • Gregory J. Harper

    (Torrens University)

  • Roslyn Cameron

    (Torrens University)

  • Christine Edwards

    (Torrens University)

Abstract

A holistic framework for the design of leadership and management programs to accelerate leadership and management capability development in the workplace is presented. Previous models and frameworks have been primarily based on program design inputs and outcomes and have not adequately considered the mediating role of learning processes and learner preferences in the relationship between program design inputs and outcomes. Additionally, most existing models and frameworks do not offer holistic approaches. Four theoretical implications and five practical applications of the framework are presented. The three defining features of the leadership and management learning framework are the focus on the development of competencies that underpin effective leadership, the central role of learning facilitation in this development, and the workplace learning processes that enable leadership and management development, and specifically meta-learning processes. Contributions to theory involve the integration of meta-learning and facilitation in the framework and the six propositions posited. A series of practical implications for advancing leadership program design, delivery and evaluation is also presented.

Suggested Citation

  • Gregory J. Harper & Roslyn Cameron & Christine Edwards, 2024. "A framework for the facilitation of accelerated leadership and management capability development in the workplace," Palgrave Communications, Palgrave Macmillan, vol. 11(1), pages 1-10, December.
    • Handle: RePEc:pal:palcom:v:11:y:2024:i:1:d:10.1057_s41599-024-02758-3
    DOI: 10.1057/s41599-024-02758-3
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    References listed on IDEAS

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    1. Raelin, Joseph A., 2006. "The Role of Facilitation in Praxis," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, vol. 35(1), pages 83-95.
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    3. Peter Andrew Heslin & Lauren Keating, 2017. "In learning mode? : The role of mindsets in derailing and enabling experiential leadership development," Post-Print hal-02312161, HAL.
    4. Konstantinos Kostopoulos & Nikos Bozionelos, 2011. "Team Exploratory and Exploitative Learning : Psychological Safety, Task Conflict, and Team Performance," Post-Print hal-02312095, HAL.
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