Collaboration and learning: manager and employee learning together

Purpose This study aims to explain manager and employee collaboration in learning. Two fundamental aspects are provided. The first is explaining the concepts of reciprocal, collaborative learning in which a manager or supervisor and an employee assist each other learn and grow via involvement in a task. Second, an example action plan demonstrates how learning may be stimulated by each participant using an experiential, action learning format. Given positive experience, the collaborative approach may be recommended to other managers and employees, and senior management may support its application. Design/methodology/approach Existing empirical and conceptual research examining manager learning and functions regarding interactions with employees was examined. Most research of record involves manager knowledge and initiative aimed at the employee who is regarded as a receiver. This study is an attempt to build a case for partnering and collaboration whereby learning objectives and efforts are derived mutually. Findings Manager initiation of collaborative, reciprocal learning with an employee requires care and planning. In the case of employees who the manager knows little about, the authors recommend using basic findings from research on job satisfaction and workplace engagement to help identify motivation and interests. Experiential, action learning models are recommended by many scholars for use in learning and are applied herein. Originality/value Given that complex, rapid-changing organizations need to stimulate learning and growth, it is important to identify approaches aimed at support of quality manager–employee interactions and growth. Application of the approach presented here can yield positive results for individuals and organizations.