Leadership development in organizations: multiple discourses and diverse practice

Mabey, Chris (2013) Leadership development in organizations: multiple discourses and diverse practice. International Journal of Management Reviews, 15 (4) . pp. 359-380. ISSN 1460-8545 (doi:10.1111/j.1468-2370.2012.00344.x)

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Abstract

Research on leadership development in organizations is abundant, as are the resources invested in developing their leaders.Although rarely made explicit,much of this writing and activity is driven by functionalist assumptions, with a primary concern for good design and enhanced corporate performance. Given the politically sensitive, culturally complex and institutionally embedded nature of leadership, as well as controversy over the way leadership itself is best defined and developed, the author argues that this reliance on a single perspective is potentially limiting. The aim of this paper is to enhance leadership development practice in organizations by proposing a fresh and theoretically informed approach for exploring the multiple meanings of leadership development. This is done, first, by clarifying the discursive assumptions underlying studies in this field and revealing the distinctive insights that arise from functionalist, interpretive, dialogic and critical discourses of leadership development; and second, by exploring how each of these discourses, or ‘readings’, might promote quite different
approaches to leadership development in organizations.

Item Type: Article
Research Areas: A. > Library and Student Support
Item ID: 14503
Notes on copyright: Access to full text restricted pending copyright check.
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Depositing User: Chris Mabey
Date Deposited: 25 Mar 2015 11:32
Last Modified: 02 Jun 2019 12:59
URI: https://eprints.mdx.ac.uk/id/eprint/14503

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