Restless Leaders Training Analysis

Learning refers to the extent to which trainees gain the intended competencies, confidence and commitment based on their participation in the training. Confidence and commitment are the new world additions linked to self-efficacy of trainees as they relate to a trainee’s belief that they can do it as well as intention to apply learning on the job (Kirkpatrick & Kirkpatrick; 2015: 8). Learning encompasses cognitive, skill-based, affective, and results outcomes. The data presented in this section is concerned with the learning that may be assigned to Restless Leaders training. The interviews were done post-course with the aim to identify retrospectively what managers and participants perceived was learned at the training. The first perceptions
Both managers are convinced that the training has provided the participants with more self-confidence to carry out their daily work. This is validated with claims that some of the coordinators, from a manager’s perspective, are acting more assertively within their roles. Furthermore, Manager B also thinks that the participants have learned to be more reflective about themselves, about their capabilities, and about the way they work. This concurs with a perceived improvement by the participants in viewing things from a broader perspective.

Both managers in the interviews agreed that the participant’s performance improved a lot immediately after the training. Manager A perceived the coordinators to being more competent in managing their staff and taking a leading role in planning their work with little to no support from managers;

Manager
For example, five of the participants, claimed that the training taught them to be more assertive. Another finding similar to those of the managers’ interviews is that all of the participants learned to be more reflective and see things from a broader perspective, including learning about themselves. The most significant learning objective found is that all of the interviewed participants felt that they are much better at appreciating each other’s perspectives and view-points, acknowledging that individuals act and perceive things differently as well as how working as a team enhances programme implementation rather than being competitive. This learning can be assuredly assigned to the training as interviewees on various occasions remarked that they were not aware before the training of the how to communicate effectively including managing conflict by knowing when to compromise, collaborate, and be more