Using Reflection and Positive Leadership for Informal Training in Human Resource Development

This report explores the use of reflection and positive leadership as informal training methods in human resource development. It discusses the benefits of reflection and feedback seeking, as well as the core characteristics of positive leadership. The report recommends combining informal learning with formal training to improve employee performance and achieve organizational goals.

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THE POSITIVE LEADER
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Training and workplace learning is an important area in human resource development
which is a unit of human resource management. Leaders over the years have tried to come up
with methods of how they can achieve the most informal training to enhance employee
performance and improve organizations' competitive edge. Thus, this report illustrates reflection
as casual, practical learning activities in the transfer of official learning in the framework of
positive leadership.
Reflection according to Sparr, Knipfer and Willems (2015), is the intermediary that
permits people to produce sense from experience. The effects of thinking comprise behavioral
objective and new approaches. Informal training style such as reflection is more participate and
engaging Anseel, Lievens and Schollaert (2009). Employees can reflect on their potency and
flaw and devise mechanisms to tackle their organizational objectives (Sparr et al. 2015). In
addition, reflection and feedback seeking are equally significant catalyst for informal training
(Blume, Ford, Baldwin and Huang 2010). Therefore, feedback seeking and reflection as informal
training is recommended to improve human resource development.
Leadership that emphasizes on “Positive deviant” achieves more in regards to improving
employee performance while observing organization goals and objectives. The specific aim of
positive leadership is enlightening leaders on the defined position of the leaders in enhancing the
performance of the workforce. For example, positive leadership involves leaders identifying
different challenges that the organization is going through and coming up with appropriate
measures for tackling the problems. The core characteristics of positive leadership include
communication, integrity, objectivity, ability to identify and prevent challenges, and optimism.
Leaders, therefore, should be dynamic even in their perspective of training. They should
integrate the element of empathy to allow them to come to the same level as employees. In this

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regard, therefore, combining informal learning alongside formal training is worthwhile in
improving employee performances and achieving organizational goals.

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References
Anseel. F., Lievens, F., & Schollaert, E. ( 2009 ) Reflection as a strategy to enhance task
performance feedback . Organizational Behavior and Human Decision Processes, 110
(1), 23 – 35.
Blume. B. D., Ford, J. K., Baldwin, T. T., & Huang, J. L. ( 2010 ) Transfer of training: A
metaanalytic review. Journal of Management , 36 (4), 1065 – 1105 .
Gkorezis. P., Petridou. E. and Xanthiakos. P. (2014) Leader positive humor and organizational
cynicism: LMX as a mediator. Leadership & Organization Development Journal, 35(4),
pp.305-315.
Sparr. J. L., Knipfer. K., Willems. F. (2015) How Leaders Can Get the Most Out of Formal
Training: The Significance of Feedback‐Seeking and Reflection as Informal Learning
Behaviors. Human Resource Development Quarterly, 28 (1), 33.
https://doi.org/10.1002/hrdq.21263

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