Abstract

The use of action learning as a method of developing leadership learning has been conducted by researchers as much. Most of them lead to achieving positive outcomes for the organization. Organizations need to understand that positive outcomes for members of the organization will be more effective in encouraging the creation of a learning organization. Because learning is a collective process, so how the quality of individual learning processes that can drive group and organizational learning becomes an issue that is no less important. The leader has a strategic role to ensure the effectiveness of the learning process. Therefore, studies on learning need to focus on the process, not the learning outcomes. This paper illustrates how the action learning concept can be a theoretical basis for the development of learning agility into a novelty concept of collaborative agility capital as more specific leader learning competencies. Furthermore, the implications for the development of measurement instruments are also discussed.