Externalizing tacit knowledge for improving leadership practices: Experiences from leadership programmes under ESRA

Muhammad Babur, Sajid Ali

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This paper draws upon the experiences gained from a leadership development course held at AKU-IED that included participants from 9 districts from Sind and Balochistan provinces. It describes the attempt, by the course planners, to conceptualize and deliver the course with a focus on externalizing participants’ tacit knowledge. The paper shares strategies used during the course, and describes successes and challenges in this respect, and the subsequent impact on participants’ learning and practices. Based on the outcome of the course, the paper suggests that the design of leadership and management development courses should focus clearly on strategies that capture and build upon the tacit knowledge of participants. The paper asserts that this approach helps to add more energy and interaction to the sessions and consequently increases the chances of impacting leadership practices of participants.

Original languageUndefined/Unknown
Publication statusPublished - 1 Feb 2006

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