In recent workshops, I’ve noticed leaders appreciating they are not alone. Others in the room are navigating similar challenges, facing similar pressures, and often finding things just as difficult.
The value of this insight is so visible in the moment, and yet, this kind of connection doesn’t tend to happen by accident. It often takes a dedicated space, a clear purpose, and facilitation for the value of peer learning and connection to emerge.
Why it matters
Leaders play a critical role in the success of our University. We rightly invest in formal programmes, training, and frameworks to support them - and these all have a place. But development isn’t just about acquiring more knowledge. It’s about creating opportunities for meaningful dialogue and connection - spaces where leaders can explore challenges openly, test their thinking, and learn with and from others. These experiences can have a powerful impact on confidence, capability, engagement, and ultimately, the motivation to take action.
None of this is new, but the pace, complexity, and ambiguity of leadership make it more important than ever for leaders to connect with others, to sense-check their thinking, and to feel part of something shared.
What the research tells us
The value of peer learning is well supported by research. Self-Determination Theory (Deci and Ryan) suggests that people are most motivated and able to grow when three psychological needs are met: autonomy, competence, and relatedness. That sense of relatedness - feeling connected to others facing similar challenges - creates the conditions for openness, reflection, and learning.
Alongside this, Amy Edmondson’s work on psychological safety highlights the importance of environments where people feel able to speak honestly, admit uncertainty, and take interpersonal risks without fear of judgement.
What we’ve seen in peer learning spaces is how quickly these dynamics can emerge when the conditions are right. When leaders hear others being vulnerable, articulating challenges they recognise, it creates a sense of shared experience.
Challenges
Despite its value, peer learning is not without its challenges:
- Time is a real constraint. In already demanding roles, stepping back for reflection and dialogue can feel like too much of an ask. But it’s worth asking: What is the cost of not creating that space?
- It can feel less tangible than formal training. Content-led learning can feel more concrete. Peer learning, by contrast, often needs to be experienced to be fully appreciated.
- There is often a default to training or “the expert”. Expert input has its place. But sometimes the gap isn’t just about knowledge, it’s about connection and resourcing one another.
Designing for dialogue
In the Centre for Coaching & Leadership, what we’re hearing from our leaders - and seeing in practice - is that dialogue and connection are not a ‘nice to have’, but a core part of effective leadership development.
So, rather than treating peer learning as something separate, we’re increasingly designing dialogue into our approach:
- Creating spaces for leaders to connect
- Embedding peer dialogue into programmes, workshops, and coaching
- Designing experiences that balance practical skill-building with reflection and shared learning
With that in mind, it’s worth considering: Where could you create more space to connect with others? What difference might it make if you did?
References
Self-Determination Theory - Enhancing Self-Motivation by Meeting Basic Needs
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