Line managers and workplace learning: Learning from the voluntary sector

This paper explores the interface between the workplace as a site of learning and the behaviours of developmental managers, those who develop self, staff and peers. The paper provides a brief literature review, outlines the research methodology utilized, and presents and discusses findings from empirical research in the voluntary sector. It is hoped that the findings will enhance understanding of the role of voluntary sector managers in supporting workplace learning. The paper provides guidance to policy makers and voluntary organizations about how to support the development of people-development skills, which ultimately affect the effective performance of voluntary organizations. It is also intended that the lessons learned from this research will be of benefit beyond the voluntary sector.