Deriving an affinity for collective leadership: below the surface of action learning

ABSTRACT

Is there a viable pedagogical method to prepare people, as they engage together in their practice, for the assumption of collective leadership? In this article the author makes the case that such a method is already available via action learning but for its adoption as a collective leadership development approach. The author’s agenda is twofold: he initially seeks to explain how action learning transforms participants towards an affinity for collective leadership, and not only at the individual level of experience, but at the team and organizational levels as well. Secondly, to understand the reasoning behind the properties of action learning, he interrogates why action learning can be a propitious method to acclimate to the world of collective leadership, especially due to its practice orientation. The article closes with some applications to collective leadership along with some final cautionary remarks.

KEYWORDS:

• Action learning
• collective leadership
• practice
• critical reflection
• dialogue

Notes on contributor

Joseph A. Raelin is an internationally recognized scholar practicing in the fields of collective learning and collective leadership. He holds the Asa S. Knowles Chair of Practice-Oriented Education at Northeastern University's D'Amore-McKim School of Business in Boston, USA, where he is also professor of management and organization development.