Purpose

The purpose of this paper is to explore managers’ learning-oriented leadership, and what conditions managers face when working with the promotion of employees’ learning.

Design/methodology/approach

Data was collected through semi-structured interviews with managers in three manufacturing firms. Verbatim expressions of the interview participants were analysed using stepwise analytical procedures.

Findings

The managers used many kinds of activities to promote learning. Most common were activities related to learning opportunities that arose during daily work. The identified activities ranged from being planned to occurring more spontaneously. Depending on the situation or the learning activity, the managers used different behaviours to promote learning. They supported, educated and confronted employees, and they acted as role models. Factors constraining the implementation of learning-oriented leadership included limited resources, and a lack of commitment from top management, employees or the managers themselves.

Research limitations/implications

Future research should study learning-oriented leadership from the employees’ perspective.

Practical implications

Managers’ notions about learning and development constitute an important condition for learning-oriented leadership. Therefore, managers need to be trained in how to promote their employees’ learning at work.

Originality/value

This study adds to the limited knowledge of how managers carry out a learning-oriented leadership in their daily work. The findings contribute knowledge regarding managerial practices of promoting employees’ workplace learning by identifying different activities and behaviours that managers could incorporate into their leadership.

中文翻译：

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管理者如何促进职场学习？日常工作中以学习为导向的领导力

目的

本文旨在探讨管理者的学习型领导，以及管理者在促进员工学习的工作中面临的条件。

设计/方法/方法

数据是通过对三个制造公司的经理的半结构化访谈收集的。使用逐步分析程序分析访谈参与者的逐字表达。

发现

管理人员通过多种活动来促进学习。最常见的是与日常工作中出现的学习机会相关的活动。确定的活动范围从计划到更自发地发生。根据情况或学习活动，管理者使用不同的行为来促进学习。他们支持、教育和对抗员工，并充当榜样。限制实施学习型领导的因素包括资源有限，以及缺乏高层管理人员、员工或经理本身的承诺。

研究限制/影响

未来的研究应该从员工的角度研究学习型领导。

实际影响

管理者关于学习和发展的观念构成了学习型领导的重要条件。因此，管理人员需要接受培训，了解如何促进员工在工作中的学习。

原创性/价值

这项研究增加了关于管理者如何在日常工作中实施以学习为导向的领导的有限知识。调查结果通过确定管理者可以纳入其领导力的不同活动和行为，提供有关促进员工工作场所学习的管理实践的知识。