An examination of action learning as a method for developing transformational leadership behaviors and characteristics

This study investigated whether or not an action learning experience can help managers develop transformational leadership behaviors (skills) or characteristics.; The 26 managers who participated in this study worked in several countries in Asia. An action learning intervention was implemented simultaneously to four groups of between 8–10 managers. The difference between the pretest and posttest scores on the Leadership Profile (TLP) was examined. Five of the managers also participated in indepth interviews after the posttest was administered.; The overall results on the pretest and the posttest indicated a decrease on TLP scores for transformational leadership behavior. No significant differences appeared between the pretest and the posttest for transformational leadership characteristics. When the data was analyzed for each of the four groups, significant differences were found in two groups where TLP scores improved for two of the four scales in the transformational leadership characteristic dimension. Scores on visionary leadership increased for one group and scores on confident leadership increased for another group. A thematic analysis of the interview data established consistencies between the quantitative and qualitative data.; Although the findings did not fully support the notion that action learning can help develop transformational leaders, themes from the in-depth interviews illuminate some possible reasons for the decreases in transformational leadership behavior such as the negative effects of corporate downsizing. Recommendations for how an action learning intervention can be incorporated with leadership training are provided.