Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/268503 
Authors: 
Year of Publication: 
2006
Citation: 
[Journal:] Academy of Management Learning & Education [ISSN:] 1944-9585 [Volume:] 5 [Issue:] 2 [Publisher:] Academy of Management [Place:] Briarcliff Manor, NY [Year:] 2006 [Pages:] 152-168
Publisher: 
Academy of Management, Briarcliff Manor, NY
Abstract: 
Given the need to unlock the capacity of everyone in the organization, interest in collaborative leadership is growing. But how is such a practice developed? The author proposes the use of action learning-in its original formulation, namely, through reflection on real-time work experience dealing with unfamiliar problems-as a gateway to collaborative leadership. Action learning is portrayed as growing in acceptance as a management education and learning approach that distills knowledge from a context to be used to provide learning to the practice as well as to the practitioner. The account demonstrates how the operating practices of collaborative leadership are directly affected by action learning and proposes that the two approaches are based on common principles.
Subjects: 
Collaborative leadership
Action learning
Collective leadership
Shared leadership
Facilitation
Change agency
Leadership
Leadership development
JEL: 
M10
M12
M53
O15
J28
L29
Published Version’s DOI: 
Document Type: 
Article
Document Version: 
Accepted Manuscript (Postprint)
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