Table 3. Studies defining learning as... | Emerald Publishing

Table 3.

Studies defining learning as workplace learning, on the influence of leadership on workplace learning

Year	Authors	Type of learning	Type of leader	Theory	Method	Results	Publisher
2003	Rainbird, H. & Munro, A.	Workplace learning	Managers	Manual/routine jobs, workplace learning	Interviews	Even where the organization’s positive approach to workplace learning is reflected in managerial commitment, there may still be barriers to the participation of individuals or groups of staff	Human Resource Management Journal
2012	Matsuo, M	Workplace learning	Nursing managers	Reflective practice, transformational leadership, workplace learning	Mixed	Reflective practice combined with goal setting and social learning promotes workplace learning	Management Learning
2013	Sterling, A. & Boxall, P.	Workplace learning	First-line managers	Ability-motivation-opportunity framework	Interviews	Deeper learning has yet to take hold where production pressures are high, line managers are not enabling and workers lack self-efficacy because of low literacy	Human Resource Management Journal
2015	Snoeren, M. M., Niessen, T. J., & Abma, T. A.	Workplace learning	Managers	Work-related learning	Interviews	The case illustrates that learning in and through work is predominantly an embodied and responsive phenomenon that usually occurs implicitly while acting	Management Learning

Year	Authors	Type of learning	Type of leader	Theory	Method	Results	Publisher
2003	Rainbird, H. & Munro, A.	Workplace learning	Managers	Manual/routine jobs, workplace learning	Interviews	Even where the organization’s positive approach to workplace learning is reflected in managerial commitment, there may still be barriers to the participation of individuals or groups of staff	Human Resource Management Journal
2012	Matsuo, M	Workplace learning	Nursing managers	Reflective practice, transformational leadership, workplace learning	Mixed	Reflective practice combined with goal setting and social learning promotes workplace learning	Management Learning
2013	Sterling, A. & Boxall, P.	Workplace learning	First-line managers	Ability-motivation-opportunity framework	Interviews	Deeper learning has yet to take hold where production pressures are high, line managers are not enabling and workers lack self-efficacy because of low literacy	Human Resource Management Journal
2015	Snoeren, M. M., Niessen, T. J., & Abma, T. A.	Workplace learning	Managers	Work-related learning	Interviews	The case illustrates that learning in and through work is predominantly an embodied and responsive phenomenon that usually occurs implicitly while acting	Management Learning

Source: Authors’ own work