Leadership and learning: facilitating self-directed learning in enterprises

Purpose - To show that a key aspect of learning and development of individual employees is that of self-directedness. This paper will consider the role of the leader in facilitating workforce development in terms of employees\u27 self-directedness for learning. The research was designed to investigate the views that \u27learning leaders\u27 in organizations have towards the development of self-directedness in employees; and to identify strategies that are feasible in developing self-directedness in operating organizations. Design/methodology/approach - Draws on a national research project undertaken in 12 organizations in Australia, representing a range of sizes and a number of industry sectors. Data collection involved interviewing learning and development managers in each organization to gauge the relative feasibility of the implementation of a number of pre-identified strategies designed to develop self-directedness among employees within operating work environments. Findings - Showed that: learning managers and leaders were generally well disposed towards the development of self-directedness, and some had already moved to do so; and identified a number of possible strategies for implementation of varying degrees of feasibility. The paper will consider these findings in relation to the concept of a \u27learning leader\u27. Research limitations/implications - Although the research was conducted in a diverse set of 12 enterprises, applicability of the results across an even wider set of enterprises would need to be tested. Originality/value - The findings of this research provide guidance to learning and development personnel on feasible strategies to use within their own organization to assist with the development of self-directed learning among employees.