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https://doi.org/10.1080/14767333.2013.840062
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Cite Publication Date: Nov 1, 2013 | |
 Citations: 2 |
Affiliation: Liverpool John Moores University
This account of practice considers action learning within an accredited leadership course at a post-1992 university. It outlines a more individualistic approach than that envisioned by Reg Revans and questions how this technique, inherited from a Staff Development colleague, could potentially be improved.
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