Creating leaders or loyalists: Conflicting identities in a leadership development programme.

Carden, L.; Callahan, J.L.

Abstract

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.

Citation

Carden, L., & Callahan, J. (2007). Creating leaders or loyalists: Conflicting identities in a leadership development programme. Human Resource Development International, 10(2), Article 169-186. https://doi.org/10.1080/13678860701347099

• Journal Article Type: Article
• Online Publication Date: Jun 8, 2007
• Publication Date: 2007
• Deposit Date: Oct 19, 2021
• Journal: Human Resource Development International
• Print ISSN: 1367-8868
• Publisher: Taylor and Francis Group
• Peer Reviewed: Peer Reviewed
• Volume: 10
• Issue: 2
• Article Number: 169-186
• DOI: https://doi.org/10.1080/13678860701347099
• Public URL: https://durham-repository.worktribe.com/output/1229176
• Additional Information: AHRD Monica Lee Outstanding Journal Article of the Year Award