The author presents a framework of "design principles" for trainers in designing management learning events, based on the humanistic school of thought and the personal growth of the individual, with the model being applicable to group training. (MF)

Explains executive coaching, which is traditionally focused on individual executives, and how it can help align individual development with an organization's strategic goals. Describes a counseling model of identifying an individual's goals, challenges, and development needs and then helping him or her gain insight on how to address these needs.…

The rationally based model of action learning limits learning and change. Adding a psychological component (emotional experiences that promote or discourage learning) and a political component (effects of institutional and personal power relations on learning) broadens understanding of individual and organizational development. (SK)

Training used by corporations and other organizations for management development has undergone changes over the years. The first generation of development training emphasized personal growth through physical challenge. The second generation added an intellectual dimension for processing the experience. The third generation includes physical,…

In July 1990, the Leadership Academy was established within the Kentucky Community College System (KCCS) for the purpose of preparing the next generation of leaders within the system's 14 colleges. An eight-member advisory board, appointed by the chancellor of the KCCS, set about developing the activities of the Academy. The three goals adopted by…