Conclusion

Steve Kempster
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Steve Kempster: University of Cumbria

Chapter 9 in How Managers Have Learnt to Lead, 2009, pp 203-221 from Palgrave Macmillan

Abstract: Abstract The necessity for understanding leadership learning has been outlined in the opening chapter, where it was argued that a clear disquiet exists towards the efficacy and effectiveness of formal leadership development interventions as a means to enhance leadership learning. Further, it was established that informal development as part of an individual’s lived experience, and not formal development, has been found to be significant and dominant in accounts broadly described as leadership learning. Yet there is a dearth of studies into leadership learning at the level of the individual and, in particular, limited detailed understanding and explanation of underlying influences on leadership learning, and the development of leadership practice, interrelated to the contingent effect of contexts.

Keywords: Woman Manager; Observational Learning; Leadership Development; Lead Programme; Identity Construction (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_9

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DOI: 10.1057/9780230234741_9

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