Purpose The purpose of this research is to show that a key aspect of learning and development of individual employees is that of self–directedness. This paper will consider the role of the leader in facilitating workforce development in terms of employees' self–directedness for learning. The research was designed to investigate the views that “learning leaders” in organizations have towards the development of self–directedness in employees; and to identify strategies that are feasible in developing self–directedness in operating organizations. Design/methodology/approach This paper draws on a national research project undertaken in 12 organizations in Australia, representing a range of sizes and a number of industry sectors. Data collection involved interviewing learning and development managers in each organization to gauge the relative feasibility of the implementation of a number of pre–identified strategies designed to develop self–directedness among employees within operating work environments. Findings The research showed that: learning managers and leaders were generally well disposed towards the development of self–directedness, and some had already moved to do so; and identified a number of possible strategies for implementation of varying degrees of feasibility. The paper will consider these findings in relation to the concept of a “learning leader”. Research limitations/implications Although the research was conducted in a diverse set of 12 enterprises, applicability of the results across an even wider set of enterprises would need to be tested. Originality/value The findings of this research provide guidance to learning and development personnel on feasible strategies to use within their own organization to assist with the development of self–directed learning among employees. © 2007, Emerald Group Publishing Limited
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