Abstract
This paper aims to explore the influence of one cycle of a learning set experience in a postgraduate medical leadership development programme. It does so from two perspectives: first, from the self-reports of nine senior doctors working in leadership roles in England in the National Health Service; and second from a researcher perspective as we present our research process, findings and perceptions on the use of action learning (AL) and critical action learning (CAL) for leadership development in the complex and unpredictable context of that service. The paper affirms other study findings that CAL in the development of participants’ collective reflexivity has the potential to deal with emotions and power relations in organizational life. An original contribution lies in advancing the idea that CAL can help build resilience in doctor leaders and groups in uncertain conditions such that they are able to challenge current care delivery and effect change in organizational performance.
| Original language | English |
|---|---|
| Pages (from-to) | 69-85 |
| Number of pages | 17 |
| Journal | International Journal of Training and Development |
| Volume | 22 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - 26 Jan 2018 |
Keywords
- Leadership
- development
- NHS
- doctors
- medical
Cite this
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Impressions of action and critical action learning : exploring the leadership development of senior doctors in an English healthcare organization. / McCray, Janet; Warwick, Robert; Palmer, Adam.
In: International Journal of Training and Development, Vol. 22, No. 1, 26.01.2018, p. 69-85.Research output: Contribution to journal › Article › Research › peer-review
TY - JOUR
T1 - Impressions of action and critical action learning
T2 - exploring the leadership development of senior doctors in an English healthcare organization
AU - McCray, Janet
AU - Warwick, Robert
AU - Palmer, Adam
PY - 2018/1/26
Y1 - 2018/1/26
N2 - This paper aims to explore the influence of one cycle of a learning set experience in a postgraduate medical leadership development programme. It does so from two perspectives: first, from the self-reports of nine senior doctors working in leadership roles in England in the National Health Service; and second from a researcher perspective as we present our research process, findings and perceptions on the use of action learning (AL) and critical action learning (CAL) for leadership development in the complex and unpredictable context of that service. The paper affirms other study findings that CAL in the development of participants’ collective reflexivity has the potential to deal with emotions and power relations in organizational life. An original contribution lies in advancing the idea that CAL can help build resilience in doctor leaders and groups in uncertain conditions such that they are able to challenge current care delivery and effect change in organizational performance.
AB - This paper aims to explore the influence of one cycle of a learning set experience in a postgraduate medical leadership development programme. It does so from two perspectives: first, from the self-reports of nine senior doctors working in leadership roles in England in the National Health Service; and second from a researcher perspective as we present our research process, findings and perceptions on the use of action learning (AL) and critical action learning (CAL) for leadership development in the complex and unpredictable context of that service. The paper affirms other study findings that CAL in the development of participants’ collective reflexivity has the potential to deal with emotions and power relations in organizational life. An original contribution lies in advancing the idea that CAL can help build resilience in doctor leaders and groups in uncertain conditions such that they are able to challenge current care delivery and effect change in organizational performance.
KW - Leadership
KW - development
KW - NHS
KW - doctors
KW - medical
U2 - 10.1111/ijtd.12119
DO - 10.1111/ijtd.12119
M3 - Article
VL - 22
SP - 69
EP - 85
IS - 1
ER -