What Is Understood about Leadership Learning and Development?

Steve Kempster
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Steve Kempster: University of Cumbria

Chapter 4 in How Managers Have Learnt to Lead, 2009, pp 80-102 from Palgrave Macmillan

Abstract: Abstract Many organisations view leadership as a source of competitive advantage and have been investing in developing both the human and the social capital within their organisations (Conger, 1996; Drath, 1998; Moxley, 1998; Day, 2000). Leadership is seen as a key ingredient for future success, with e-business and capacity for change ranking lower (CIMA, 2000). The scale of investment into activities loosely described as leadership development has been highlighted in Chapter 1, and is estimated to be in the many billions of pounds.

Keywords: Social Capital; Organisational Context; Transformational Leadership; Implicit Theory; Leadership Development (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-23474-1_4

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DOI: 10.1057/9780230234741_4

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