Reciprocal action learning: manager and employee development

Abstract

Purpose The purpose of this paper is the presentation of a learning model for a manager and employee working collaboratively to make advances in knowledge, skills, work performance and in the quality of their relationship. The model is called reciprocal action learning. Design/methodology/approach The approach was to examine concepts and research that could be linked to reciprocal learning. Desired, ultimately, was creation of a proposal that put forth an explanation of manager–employee learning and a means for placing the effort into practice. Theories and concepts are identified in support of the learning approach and its functioning. Action or experiential learning was identified as the vehicle for implementation. Findings Substantive, supportive information was identified in the expression of a practical action plan for a manager to use to spring reciprocal learning to life. Practical implications The action plan set forth can serve as a model or template for a manager, particularly those managers with little experience in guiding employee learning. Initial use of the concepts and action plan could be regarded as an experiment and could set the stage for additional, more informed efforts at reciprocal learning. Originality/value While much empirical and other research addresses employee learning and management/manager learning, there is very little research or material available regarding how a manager and an employee can directly learn together in working on an issue (problem, change, improvement, etc.) in a collaborative fashion that embraces equality.

Linking positive psychology with reciprocal action learning

“…It is not a "my way" approach to an issue. In addition, as expressed by Lyons and Bandura (2023), the creation of and agreement with the collaborative process can aid progress and also reinforce the relationship of the two participants.…”

“…All three points are reflected in the action plan example below. The action learning model selected for this paper is grounded on a process initiated by Ashford and DeRue (2012) and modified by Lyons and Bandura (2023) to reflect reciprocal learning. The model is fairly direct and includes three coordinated steps.…”

“…One purpose of this paper is to demonstrate a linkage between manager efforts to assist or guide individual employee learning, problem-solving and psychological development, and in reciprocal fashion, to increase manager learning in terms of skills and knowledge. The approach used to stimulate learning and development is called reciprocal action learning (RAL) (Lyons and Bandura, 2023). Unlike most manager-initiated educational efforts aimed solely at employee improvements, the approach presented here is inclusive of reciprocity, that is, the manager and the employee plan and work together in a collaborative partnership to increase the knowledge and skills of both participants while addressing a project usually aimed at problem solving, knowledge enhancement and/or personal growth.…”

Action learning in public administration education: learning (evidence) from an action research case study

“…Therefore, change in the PA should be realized through a learning process involving the organization. Moreover, reciprocal learning between managers and employees should be activated to make advances in knowledge, skills, work performance and the quality of their relationship (Lyons and Bandura, 2023).…”

It takes two to tango: reciprocal learning in a turbulent environment

“…The insight that employees and managers bring to the table from their experience offers unique insights that can shape their work lives positively. For this reason Lyons and Bandura (2023) have proposed a model where managers and employees can collaborate and develop in knowledge, skills and therefore work performance.…”