Successful leadership development for SME owner-managers has been shown to be problematic because of low interest levels and the unsuitability of formal learning methods. This paper assesses the introduction of a leadership development programme into a peripheral region, with an emphasis on situated and action learning, supported by peer-to-peer networking. Early findings suggest significant business and leadership benefits, including revenue growth and success in closing the gap between perceived and actual levels of leadership confidence. However, participation is selective and questions remain about the suitability of the programme for participants with a low level of formal education and without clearly articulated prior aspirations for personal or business development.
|Number of pages||13|
|Journal||International Journal of Entrepreneurship and Innovation|
|Publication status||Published - Nov 2011|
- action learning
- leadership development
- small business ownership