Action Learning Leadership Skill
There are lots of skills that are required by a leader. Every good leader has skills that enable them to execute their leadership in the manner that they do, making them acceptable in the eyes of the people. Among the most inherent leadership skills is action learning. Action learning is a skill that implies that the leader learns from the experience of the task at hand (Hughes, Ginnett, & Curphy, 2019). Well, as much as adults could still sit in class and absorb knowledge and various skills in their leadership, some issues grow out of hand. The leader cannot go to school to learn how to deal with each of the problems that arise in the organization. This is the essence of action learning. It implies that leaders learn from their experiences at hand and, in this manner, become better leaders.
Other essential leadership skills include communication, negotiation and conflict resolution, effective stress management, building technical competence, assertiveness in the decisions of the leader, team formation, and team management, among others (Mungal & Sorenson, 2020). All these are some of the skills that can never be taught in a classroom setup or any formal setting that is specifically fashioned and tailored for this purpose. As a result, leaders are tasked with the responsibility of getting ready to learn in all circumstances. Through the solution of a current problem, the leader might develop a new mechanism of handling the same in case it reappears in the future. Action learning is, therefore, the skill I would wish to grow as a leader for more efficient leadership.
Table of Contents
The rationale for choosing Action learning. 5
Literature Review
A lot of literature has been prepared and is available on action learning as a leadership skill. It has become so prevalent in the world today that many people mistake it for other things that could, in some way, relate to it but differ from the real definition of action learning. According to O’neil and Marsick (2007), even though adults can sit in a classroom and still learn, a lot more information is determined and can be retained through their experiences at the workplace. The authors agree that action learning can be linked to aspects of the various schools of thought. They, therefore, suggest that the leader could choose any of the positive aspects of the schools of thought to help in their leadership. Understanding action learning, thus, implies that the leader learns the various aspects of the multiple schools of view and implementing them in their direction.
McGill and Brockbank (2003) define action learning as the continuous process of learning through reflecting on the strengths and the weaknesses of the leader with the help of a team. The literature points out the importance of active learning in the organization. Action learning has come a great deal in the modern organization to help in the creation of an innovative organization. They also indicate that the principles of action learning could apply in very many aspects of organizational leadership. This includes the element of professional training and educational contexts. The concept of transformation is significantly implemented through the buy-in of action learning.
Ortrun Zuber-Skenit (1993) further explores the concept of action learning by detailing how learning and teaching could be improved through action learning and action research. The author explores the use and application of action learning in other fields of life and lines of practice. The concept of action learning can be used in many different areas, including research. The study implies that action research and action learning not only improves the organizational performance in the long-run but also improves the skills of the person implementing the learning skills. The essence of the entire practice and the skill at large is making clear the need for action learning and research in modern organizational leadership. The leadership of the organizations calls for nothing more than the active participation of the key players in the moderation of factors and challenges facing the organization and the impact of the solutions they come up within the wake of each of the problems. The importance of the solutions they come up with cannot be over-emphasized in any instance.
The rationale for choosing Action learning
I chose action learning as the leadership skill I would like to improve on after realizing the importance of the skill in modern society. As has been said often, the experience is the best teacher. This statement is further strengthened by the fact that researchers from all over the world and specifically, researchers in leadership, have explained the impact of the skill in organizational leadership. From the research conducted, the effect of action learning skill to a leader cannot be explained in words. Throughout the life of a human being, learning is inevitable. The room for learning and improvement cannot be filled no matter the efforts. This means that for a leader, the more they learn, the better.
I have also realized the fact that old and experienced people lead most of the successful companies in the world. The founders of the organizations failed several in an attempt to create the current state of the organization. Looking at Phillip, who invented the light bulb, he failed 99 times, but he took the many failures as lessons that he learned. This creates a positive impulse on the shortcomings in leadership and achievements. The leader ought to be very keen to take advantage of the different results in the creation of a better organization. All these are factors that led to my choice of action planning as an area of improvement as I came to realize that it has a very crucial role in the development of my leadership. These do not leave the fact that from the literature, many other leadership skills are dependent in some way on this leadership skill, as indicated earlier. Take, for instance, conflict resolution and negotiation. The way one treats a conflict in the working place should be taken keenly as it could be a bridge to the solution of a similar one in the future.
Improvement Plan
My plan to improve on this skill over the next two weeks will be highly monitored to come up with the idea that it is going to dictate my future operations as a leader.
- The first milestone in the plan is identifying a challenge in the organization.
- The second step will be to identify the root causes of the challenge and the people involved in the creation of the problem.
- Thirdly, I shall research the possible mitigation measures when an organization is presented with such a challenge.
- After the identification of the mitigation measures, I shall choose the most effective one.
- In case the challenge is a new one, I shall ask the other members of the team for help in the creation of a solution or a means of dealing with the issue, while still evaluating the possible mitigation.
- I shall then come up with a solution to the challenge while taking clear notes of the various measures.
- From the notes taken, I can be able to learn a few things concerning the solution of such challenges, may it be a faulty production line, production of products that are being consumed les or failure of the organization.
Results
After conducting the plan, I expect to learn various things, such as:
- How to uncover a challenge in the organization.
- How to develop the causes of issues and analyze the root causes.
- Research on the various organizational issues and their solutions.
- Seeking the organizational ideas on the various challenges and their solutions.
- Coming up with solutions to problems that I have never experienced earlier.
- Learning from these endeavors to create a better organization in the future.
Through coming up with a solution to these challenges, I shall create a plan, and it shall be a flagship project to what I can do in the future. This plan is going to equip me with the skills to handle future action learning needs. I shall develop in all aspects to make sure that I grow to become the best leader.
Conclusion
The role of action learning as a leadership skill is inevitable to leaders at all levels of leadership. The organizational leaders have the obligation of creating a learning environment and allow themselves to learn despite the challenges at hand continuously. By allowing themselves to learn using the tasks at hand, they shall be in a better position to deal with organizational problems and become better leaders.
References
Hughes, R., Ginnett, R. C., & Curphy, G. J. (2019). Leadership: Enhancing the lessons of experience. McGraw-Hill/Irwin.
McGill, I., & Brockbank. A (2003) Action learning handbook. Kogan Page.
Mungal, A. S., & Sorenson, R. D. (2020). Steps to success: What successful principals do every day. Rowman & Littlefield Publishers.
O’neil. J., Marsick., V.J (2007) Understanding action learning. AMACOM Div American Mgmt Assn.
Zuber-Skenit, O. (1993) Improving learning and teaching through action learning and action research. Higher Education Research and Development 12(1), 45-58.