Abstract The purpose of this paper is to analyse the ongoing effects of a United Kingdom situated Doctor Leadership Development Programme (LDP) which used action learning (AL) as the vehicle of practice. The aims of the research are firstly to gain insights into the meanings given to the LDP experience two years on by a cohort of doctors with senior leadership roles. Secondly, to establish what the development tool applied, that of Action learning (AL), offered these senior doctors and their practice as they attempted to facilitate change. An interpretive design is applied and the research is context specific, capturing a local experience of leadership over time. Participants were invited to take part in semi-structured interviews which were used as the data collection method. Study findings show that at a critical point for the organisation, the AL model of facilitation built a bridge between individual and collaborative action which has been sustained over time. In doing so new social support processes were created which enhanced the individual doctor's leadership style to move towards that of a collective leadership model.

中文翻译：

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体验行动学习的时间模式及其对领导力发展的影响

摘要 本文的目的是分析位于英国的医生领导力发展计划 (LDP) 的持续影响，该计划使用行动学习 (AL) 作为实践工具。该研究的目的首先是深入了解一群担任高级领导角色的医生对两年来自民党经历的意义。其次，要确定开发工具所应用的内容，即行动学习 (AL)，为这些高级医生及其实践提供了帮助，因为他们试图促进变革。应用了解释性设计，研究是针对特定背景的，随着时间的推移捕捉当地的领导经验。参与者被邀请参加作为数据收集方法的半结构化访谈。研究结果表明，在组织的关键时刻，AL 促进模式在个人和协作行动之间架起了一座桥梁，这种桥梁一直持续下去。在这样做的过程中，创建了新的社会支持流程，增强了个人医生的领导风格，向集体领导模式迈进。