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In: The Handbook of Mentoring at Work: Theory, Research, and Practice
Chapter 23: Designing Relationships for Learning into Leader Development Programs
The important role that relationships can play in individual learning and development is well documented (Kegan, 1994; Kram, 1985; Levinson, 1978; Schön, 1990; Wenger, McDermott, & Snyder, 2002). Thus, in creating leader development programs, it is only natural to think about using relationships as part of the program design. For example, relationships provide a source of feedback and coaching for participants. They afford access to advice and new ideas. They can provide opportunities to watch and learn from a role model. And they are sources of acceptance and confirmation. Feedback, coaching, advice, models, and confirmation are all ingredients for an effective learning process (see Boyatzis, Chapter 18, this volume).
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