Changing perspectives on leadership through leadership blended learning: outcomes from an Insider Management Action Research conducted at Johnson & Johnson Medical, Italy

• Main Author: Magni, Luca
• Published: Lancaster University 2016
• Subjects: 658.4
• Online Access: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.730247

This exploratory study investigates the evolution of leadership cognitions as they emerged from the analysis of leadership belief systems of 16 managers who participated to the leadership development programme, organized by Johnson & Johnson (J&J) Medical, Italy, early in 2013. The study addressed the following research questions: Did managers’ cognitions of leadership change as a result of their participation in the blended leadership training programme offered by J&J Medical, Italy? Did any relevant pattern emerge from the analysis of registered changes or stabilities? Can different change dynamics and/or different change-paces be attributed to the use of face-to-face (F-2-F) versus online learning solutions? How have the modalities used in the blended learning program been useful in modifying the beliefs of participants about leadership? Outcomes from this research indicate that changes in leadership beliefs of managers of J&J Medical, Italy, did follow their participation in the leadership blended training that the company organized. Changes of beliefs were more relevant in individuals who attended both e-learning and F-2-F sessions, in comparison to the ones who were only exposed to e-leaning. Further studies are suggested to investigate to what extent participants’ gender, self-esteem and other factors may predict individual leadership learnability and the responsiveness to different leadership training modalities.