R.J. Youngblood, Roberta Maldonado Franzen and Kerry L. Priest
The purpose of this paper is to highlight a work-based leadership learning and development experience between a university and an organization in the Midwest of the USA.
Abstract
Purpose
The purpose of this paper is to highlight a work-based leadership learning and development experience between a university and an organization in the Midwest of the USA.
Design/methodology/approach
The viewpoint highlights how the interplay of leadership in complex adaptive systems and Leadership-as-Practice development supports the need for work-based learning approaches to leadership development. The authors describe how the process of executive team meeting observations as a work-based, inquiry-focused leadership development intervention created a container for team members to explore their interactions and flow of practice in their everyday work experience.
Findings
Meeting observation and debriefing can be a powerful tool for work-based learning. This practice adds to the growing body of literature on collective, relational and practice leadership and offers insight into work-based learning for leadership learning and development.
Practical implications
Partnerships between higher education institutions and industry can create broader opportunities for leadership learning and development and contribute to organizational and community development. Leadership developers, consultants, coaches, trainers and practitioners can incorporate leadership learning and development experiences within existing organizational structures and systems.
Originality/value
This viewpoint provides new insights into a university-industry partnership to explore the impact of work-based leadership development exercises through meeting observations and debriefing activities.