Leadership development plan and reflective learning
Be able to use action learning for leadership development
Responsibilities of an individual within an action learning set are explained
How group dynamics in action learning can enhance leadership development is explained
Action learning as a leadership development technique and its role in own leadership development is evaluated

Be able to plan and undertake activities to develop own leadership performance
Appropriate activities and sources of help and support to develop own leadership capacity are identified and selected
Activities to develop own leadership capacity are planned
Planned activities to improve own leadership performance are undertaken and judgments made about their effectiveness

Be able to use action learning for leadership development
Responsibilities of an individual within an action learning set are explained
Committing regular time
Learning to listen
Learning to ask helpful questions
Not giving advice
Giving individual airtime
Following the Action Learning Cycle taking action between meetings and learning from the action

Action learning in its simplest form is understood to be an experience-based approach to learning that utilises Revans' view that managers learn most effectively with, and from other managers, whilst dealing with the real world complexity of organisational life. The process of action learning revolves around the group or ‘set’ of six to eight people working together to solve individual problems. Revans referred to these individuals as ‘comrades in adversity’ (1982).

The Basic Principles 
There are many different facets of action learning but, generally speaking, this type of learning is based on four principles:
1. Leadership centered: A leader must bring a challenge to the group and control the learning environment to make sure employees follow through