2021 Volume 45 Issue 1 Pages 43-65
To better understand how experiential learning and reflective support is provided to mid-level employees, we conducted semi-structured interviews with managers who balance organizational performance with the developing their subordinates. The interviews were analyzed based on the modified grounded theory approach (M-GTA). We found that the managers managed the business in accordance with the Plan–Do–Check–Action cycle, based on a mid-term plan for about 2–3 years, which integrated their perspective on work and the developing their subordinates. Through the management process, mid-level employees were faced with a gap between the role expectations and initial plans of the organization and the actual actions and results. Furthermore, the managers worked on conveying the significance of experience without missing the point when mid-level employees’ awareness peaked. Moreover, the managers performed this through active self-reflection and by deepening their understanding of the importance of improving their managerial actions and developing their subordinates. Finally, we explored the way management ought to be to provide experiential learning and reflective support effectively to mid-level employees.
