The potential of social learning in relation to leadership training

This paper discusses the potential of social learning in relation to leadership training courses, by presenting an empirical case study of the intended and unintended consequences of learning that occurred as a result of a specific leadership training course for public middle managers in the healthcare sector in Denmark. The findings presented in the paper are based on participant observations, interviews, surveys and documentary material collected from 12 managers and the 160 staff members they supervise. Analyses of the data lead to recommendations for further integration of social learning elements in leadership training courses in order to create opportunities for additional learning and changes in actual practice. Thus, this paper predominately contributes empirical knowledge concerning the type of learning stimulated at such courses, and the consequences of this for practice.