Creating leaders or loyalists? conflicting identities in a leadership development programme

Carden, Lila and Callahan, Jamie (2007) Creating leaders or loyalists? conflicting identities in a leadership development programme. Human Resource Development International, 10 (2). pp. 169-186. ISSN 1367-8868

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Emerging leaders are involved in a continual learning process that includes professional and personal identities that intersect and diverge. The identities are coupled with multiple roles and expectations that are embedded within work and non-work identities. This paper examines the impact of leadership development programmes on emerging leaders including the expectations and job demands that are integral to leadership work. More specifically, the paper examines the discourse between work and non-work identities and the strategies of leaders and organizations to strengthen or modify those identities. Monthly Activity Reports prepared by leadership participants were examined and used to support the findings. Additionally, environmental factors that shape the leaders' thoughts and behaviours were examined as the leaders struggled to maintain their core beliefs and work practices in a quest to become leaders or loyalists.

Item Type: Article
Uncontrolled Keywords: Leadership development, identity, role ambiguity
Subjects: N200 Management studies
X900 Others in Education
Department: Faculties > Business and Law > Newcastle Business School
Depositing User: Becky Skoyles
Date Deposited: 09 May 2018 10:22
Last Modified: 19 Nov 2019 09:54

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