A case study of an action learning program with regard to leadership behaviors and characteristics

This case study explored changes in leadership behaviors and characteristics that had occurred as a result of participation in an action learning program, and explained how the program had led to such changes in leadership. The case was an action learning program that was used at a company in Korea.; Data were collected from self-administered surveys, interviews, document review, and observation. Surveys and interviews were primary data collection methods. The survey data were collected from all 16 of the program participants at four points in time. Individual interviews were conducted with nine of the participants three weeks after the completion of the program. Data were analyzed using descriptive statistics, theme development, a process/outcome matrix, and a causal network.; The findings showed that all ten leadership behaviors and characteristics of Visionary Leadership Theory had improved through participants' participation in the action learning program. Of the ten elements, communication leadership was perceived to have been most likely influenced by action learning. The other elements that had been more likely influenced by action learning included visionary, follower-centered, reward equity, caring, and confident leadership.; The links between action learning and changes in leadership indicated that all six of the components provided by Marquardt had contributed to changes in leadership behaviors and characteristics. The process/outcome matrix showed how action learning aspects or activities were related to each of the leadership elements. The causal network indicated that many of the action learning aspects and activities had affected changes in leadership through the activities of the questioning and reflection component. The network also showed that many of the links had resulted from the activities of the action component. The six action learning components were interactively related to each other in the causal network. The findings also suggest that the activities related to the questioning/reflection component seem most likely to facilitate changes in leadership behaviors and characteristics.; The findings of this study provide HRD practitioners with an insight into how an action learning program needs to be designed and operated to maximize the effectiveness of a leadership development program. This study examined the linkages between action learning and changes in leadership based on the qualitative data in nature. Future research needs to confirm the linkages identified in this study using a purely quantitative approach.