Abstract
The method of experiential learning for leadership development has become more and more popular, but empirical research to support the design, implementation and continuous evaluation of these programs has not followed the demand for these programs. This paper attempts to provide managers with a framework for planning, developing, implementing and evaluating professional learning programs in relation to the three elements of human resource development; training and development, career development and organisational development. The purpose of this interpretive research was to explore, describe and evaluate the relationship, if any, between adult learners' professional development and organisations' change agenda. A cross case analysis revealed common and unique findings from across the three cases. The authors postulate that the newly developed integrative model represents a contingency approach suitable for use in dynamic environments to accommodate diversity and promote professional learning in the workplace.
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