WIAL-Authored Publications

• Action Learning: The Cornerstone For Building A Learning Organization, by Michael J. Marquardt


• Action Learning and Leadership: Need for a New Way to Develop Leaders by Michael J. Marquardt


• The Power of Learning in Action Learning: A Conceptual Analysis of How the Five Schools of Adult Learning Theories Are Incorporated within the Practice of Action Learning, by Michael Marquardt and Deborah Waddill


• Swimming Upstream: Negotiating Promotional Crossroads, by Arthur M. Freedman


• Developing Global Leaders via Action Learning Programs: A Case Study at Boeing, by Michael J. Marquardt


• Leonard, H.S. (2012). The History and Current Status of Organizational and Systems Change Theory. In H.S. Leonard, R. Lewis, A.M. Freedman, and J. Passmore (Eds.). The Wiley-Blackwell Handbook of the Psychology of Leadership, Change & OD. Chichester: Wiley-Blackwell
  
  
• Leonard, H.S. & Marquardt, M.J. (2010).  The evidence for the effectiveness of action Learning. Action learning: Research and practice. 7,2, July, 121-136.
  
  
• Leonard, H.S. & Lang, F. (2010). Leadership development via action learning. Advances in developing human resources. 12,1, 225-240.
  
  
• Leonard, H.S. (2003). Leadership development in the post-industrial, postmodern, information age. Consulting Psychology Journal, 55(1), 3-14.
  
  
• Leonard, H.S. (2003). Leadership development as an intervention for organizational transformation. Consulting Psychology Journal, 55(1), 58-67.
  
  
• Leonard, H.S. (2005). When leadership development fails managers: addressing the right gaps in leadership development. In Kaiser, R.B. & Craig, S.B. (eds.) Filling the pipe: studies and best practices in organization-wide management development. Greensboro, N.C.: Center for Creative Leadership Press.