Informal Learning Strategies among Academic Leadership in Malaysian Research Universities

Abstract

Informal learning is recognised as part of the learning spectrum and considered complementary to formal and non-formal learning. A study on informal learning is widely discussed in the workplace context and has reported as a dominant learning which contributes to the employee’s performance. In the context of academic leadership, leaders face challenges in fulfilling their responsibilities because they receive insufficient exposure and preparation before their appointment. The purpose of this study is to explore the informal learning strategies practised among academic leaders and identify the advantages towards academic leadership development. This study employed a qualitative case study design, with semi-structured interviews and document analysis as data collection methods. A total of 12 participants from five research universities in Malaysia were involved in this study and were selected using purposive sampling. Thematic analysis technique was used to analyse the data using the ATLAS.ti 9 computer software for Windows. Findings from the study revealed that academic leaders are actively engaging in learning through experiences, observation, social interaction and discussion as their significant informal learning strategies in leadership practice. These informal learning strategies provide advantages for academic leaders, as they serve as a medium for learning leadership, self-development, and mindset development. Therefore, these findings highlight the significance of informal learning as a strategic mechanism in strengthening and developing academic leadership in Malaysian Research Universities.