An experience based view on leader development: leadership as an emergent and complex accomplishment
2016 (English)In: Development and Learning in Organizations: An International Journal, ISSN 1477-7282, E-ISSN 1758-6097, Vol. 30, no 6, 30-32 p.Article in journal (Refereed) Published
The paper aims to identify and address matching problems in leader development and to propose how these problems can be dealt with.
Based on previous research, traditional leadership development (LD) is criticized and alternative approaches are suggested.
This research identifies two major matching problems in traditional LD – between participant and development effort and between development effort and realities of managerial work. A context-sensitive and emergent view of LD is suggested to address these matching problems.
The paper illustrates the need of leader development that is addressing the complex nature of managerial work in a more holistic way and to help participants to understand how such complexities can be dealt with.
An alternative view of leader development is identified. It matches managers’ diversities and the realities of managerial work better than traditional leader development does.
Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2016. Vol. 30, no 6, 30-32 p.
Leader development, Complexity, Identity, Emergent, Context-sensitive, Managerial work
Research subject Humanities and Social sciences
IdentifiersURN: urn:nbn:se:his:diva-13173DOI: 10.1108/DLO-06-2016-0054ScopusID: 2-s2.0-84999666501OAI: oai:DiVA.org:his-13173DiVA: diva2:1051210