Purpose – To make the case, firstly, that democratic leadership, referred to as “leaderful practice,” should be the fundamental form of leadership that characterizes participatory organizational change. The parties affected by change are those engaged who seek to reflect upon their own...

This chapter introduces readers to the broader network of strategies to which action learning may be considered an important hub. For very pragmatic purposes, action learning, according to the author, needs to link with its natural cousins, referred to as ‘action modalities.’ After providing...

As we move further into the 21st Century, we are becoming more aware that we live in a networked economy and culture, and, as a result, we need to learn how to improve the development of social capital across organizations. Although in nearly all sectors of the economy we have learned that we...

Leaderful managers make it their business to learn continuously and collectively as part of their everyday experience. They work incessantly creating an environment where knowledge is freely exchanged. Their organizations are characterized as learning cultures in which there is less reliance on...

Can the teaching of leadership transform practice? What concepts and modalities are best suited to do so? This paper builds on Meyer and Land’s (2003) theory of threshold concepts to examine how students learn and experience leadership as a complex and multi-faceted practice. Threshold...

Although readers of this journal are familiar with work-based learning and with leadership, they may not have entertained the link between them. The paper contends that the link is that the former changes the latter. The authentic practice of work-based learning produces a more collective form...

Consistent with views that see leadership emerging from social practices rather than from the external mind, this paper contributes to an emerging movement in leadership studies known as “leadership-as-practice” (L-A-P). This movement looks for leadership in its music and activity rather...

A comprehensive model of work-based learning is illustrated combining explicit and tacit forms of knowledge and theory and practice modes of learning at both individual and collective levels. The model is designed to bring together epistemic contributions which are typically studied in...

In this paper a new role for managers is advocated to create conditions for genuine collaborative engagement in Twenty-First Century organizations. The new role is as a facilitator of emancipatory dialogue, a discourse among parties that can lead to mutual learning, deep understanding and...

We hear much about the “democratic ideal” as if it were unreachable within the walls of the organization. Of late, apologists have begun suggesting that there is no need to worry; democracy exists; it’s just that it is often hidden from view right within the requisite hierarchical...