| Those who develop leaders in manufacturing settings have little data that describe the usefulness of action learning as a method of developing leaders' abilities to improve results-based leadership attributes or perceptions about their team's cohesiveness. The two purposes of this study were to evaluate an action learning program with regards to its (a) usefulness in promoting results-based leadership attributes and (b) modification of team cohesiveness perceptions. The conceptual framework is founded upon a nexus of action learning, results-based leadership attributes, and team cohesiveness in the context of leadership development with the entire population of a 12-member team. Action learning utilizes adult learning concepts and combines contingency and transformational leadership theories. The research questions inquire how such a program improves the demonstration of the attributes and modifies personal psychological constructs of team cohesiveness. Archival records, interviews, journals, and repertory grids were used to collect qualitative data for analysis. Analyses were carried out through thematic coding of categorical aggregation and identification of patterns. Findings indicated that leadership team members thought small groups and vicarious learning experiences, developed through open sharing, were found to be useful, but cohesiveness of the group did not improve. The results of this research may provide positive social impact through influencing leaders who affect the lives of employees. Since many organizations use team structures, it is important that the teams be as effective as they can be. If leaders can help teams function more effectively, they will be more productive for the organization and society as a whole. |
