1). Training and workplace learning is an important area in human resource development which is a unit of human resource management. Leaders over the years have tried to come up with methods of how they can achieve the most informal training to enhance employee performance and improve organizations' competitive edge. Thus, this report illustrates reflection as casual, practical learning activities in the transfer of official learning in the framework of positive leadership.
2). Reflection according to Sparr, Knipfer and Willems (2015), is the intermediary that permits people to produce sense from experience. The effects of thinking comprise behavioral objective and new approaches. Informal training style such as reflection is more participate and engaging Anseel, Lievens and Schollaert (2009). Employees can reflect on their potency and flaw and devise mechanisms to tackle their organizational objectives (Sparr et al. 2015). In addition, reflection and feedback seeking are equally significant catalyst for informal training (Blume, Ford, Baldwin and Huang 2010). Therefore, feedback seeking and reflection as informal training is recommended to improve human resource development.
3). Leadership that emphasizes on “Positive deviant” achieves more in regards to improving employee performance while observing organization goals and objectives. The specific aim of positive leadership is enlightening leaders on the defined position of the leaders in enhancing the performance of the workforce. For example, positive leadership involves leaders identifying different challenges that the organization is going through and coming up with appropriate measures for tackling the problems. The core characteristics of positive leadership include communication, integrity, objectivity, ability to identify and prevent challenges, and optimism. Leaders, therefore, should be dynamic even in their perspective of training. They should integrate the element of empathy to allow them to come to the same level as employees. In this regard, therefore, combining informal learning alongside formal training is worthwhile in improving employee performances and achieving organizational goals.
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Blume. B. D., Ford, J. K., Baldwin, T. T., & Huang, J. L. ( 2010 ) Transfer of training: A metaanalytic review. Journal of Management , 36 (4), 1065 – 1105 .
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Sparr. J. L., Knipfer. K., Willems. F. (2015) How Leaders Can Get the Most Out of Formal Training: The Significance of Feedback?Seeking and Reflection as Informal Learning Behaviors. Human Resource Development Quarterly, 28 (1), 33. https://doi.org/10.1002/hrdq.21263