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Doctor of Business and Administration
Study Completed: 2011
Massey Business School
Insight: Leadership training, an organistaional context, and transfer of learning - a case study
Mr Young investigated a leadership development training course, over a period of 15 months, from multiple perspectives and found that managerial and organisational factors were influential barriers to the transfer of learning to the workplace. Peer and subordinate support were found to have much less influence on transfer. The role of formal training was viewed in a new light with the finding that it complemented other forms of workplace learning and acted as a vehicle for socialisation and the transfer of tacit knowledge. In contrast to the traditional view that formal training is irrelevant to the community of practice concept, Mr Young found that it could facilitate participation, identity development and practice in established communities of practice as well as providing a basis for the formation of new communities of practice.
Professor Sarah Leberman
Dr Karl Pajo
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Last updated on Tuesday 04 April 2017