Action Learning for Developing Leaders and Organizations: Principles, Strategies, and Cases

By M. Marquardt, H. Leonard, A. Freedman, C. Hill. 2009

87 citations recorded by the source corpus.

Subfields: Applied Psychology, Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/fc131de3cb8e99c16032f380e23fb55117059861

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. Toby Marshall Egan
2. Yonjoo Cho

In Management Science and Operations Research

1. F. Lang
2. Toby Marshall Egan
3. H. Skipton Leonard
4. Yonjoo Cho

In Organizational Behavior and Human Resource Management

1. F. Lang
2. Toby Marshall Egan
3. H. Skipton Leonard
4. Yonjoo Cho

Citations in the corpus

• Action Learning Research: A Systematic Review and Conceptual Framework (2009, methodology): “When used appropriately in organizational contexts, balanced action learning can be a powerful approach for HRD and management development (Dilworth & Willis, 2003; Marquardt et al., 2009; Reynolds & Vince, 2004; Vince, 2003, 2004; Willmott, 1994).”
• Leadership Development via Action Learning (2010, background): “In this sequence, the leadership skills necessary for later in the program were developed in earlier program components (Marquardt et al., 2009).”