Looks briefly at the origins of the authors′ Learning Styles Questionnaire and the differences between it and Kolb′s Learning Styles Inventory. Gives answers to the most frequently asked questions and includes the acuracy of self‐perception, what to do if the results are ot believed,...

A response to the critique.

Looks at, discussing in depth, a number of works based on the learning organization. Compares, their strengths and weaknesses, and uses them to illustrate the possibilities and dangers of the current excitement regarding the learning organization. Concludes by redefining the learning...

Describes study of interaction between learners, bosses, mentors and clients on programmes designed through action learning. Reviews what happened with 26 participants and five mentors or bosses, and also perceptions of faculty and management development advisers. Finds that relationships were...

Examines the context for mentoring based on a mentor and learner looking together at work situations, problems and opportunities. Goes on to describe thinking through tasks, the learning process, the four learning styles and how these impact on the mentor/learner relationship, including the...

Identifies three major shifts of opinion about how managers learn to become effective managers, emphasizing that individual managers are helped to learn by other people. Defines managerial work and examines the six helpers in management development. Goes on to discuss the three requirements for...

Little has been written about developing directors and even less about how to integrate learning on a formal programme with learning through work itself. Reviews new research on learning from experience and describes the four approaches which were found to have been used by directors. Gives...

Action learning was a comparative latecomer to the lexicon of management development techniques, gaining widespread acceptance only in the 1970s thanks to the work of Reg Revans. Reviews what we have since learned about the process, how it holds up against developments like the competence...

This article argues that analyses of causes of some ineffectiveness in the education and training of managers have been incomplete, and that some potential solutions have been insufficiently recognised, co‐ordinated and implemented. It is necessary to give greater attention to the learning...