Action learning and multi-rater feedback as leadership development interventions: Popular but poorly deployed
By Jay A Conger, Ginka Toegel. 2002
88 citations recorded by the source corpus.
Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/08e2fa7167073931e75c5b7cc6375ae7c53574b0
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management Science and Operations Research
In Organizational Behavior and Human Resource Management
- H. Ibarra
- D. Kolb
- Toby Marshall Egan
- Yonjoo Cho
- R. Ely
- Kevin S. Groves
- Mark J. Stein
- Gianpiero Petriglieri
Citations in the corpus
- Taking Gender into Account: Theory and Design for Women's Leadership Development Programs (2011, background): “Feedback from 360s can challenge managers’ self-perceptions and help them identify areas for development (Conger & Toegel, 2003).”
- Integrating leadership development and succession planning best practices (2007, background): “Specifically, Conger and Toegel (2003) recommend that projects focus on multiple learning experiences to build declarative knowledge as opposed to a one-time action learning experience, which is characteristic of the present study's organizations and very common in industry.”
- Action Learning Research: A Systematic Review and Conceptual Framework (2009, background): “Conger and Toegel (2003) suggested that reflective learning opportunities should be staged with regular frequency.”