Leader self-development: Why do people develop themselves as leaders?

Xueting Jiang, Sen Xu, Jeffery D. Houghton and Steve J. Kulich

Business Horizons, 2021, vol. 64, issue 2, 239-248

Abstract: Leadership development has long been a primary concern for businesses. In recent years, owing to the high cost of traditional leadership development programs, organizations have shifted attention to leader self-development initiatives to facilitate human resource development. This article examines why people develop themselves for leadership positions. Drawing from the subjective expressions of business practitioners from multiple countries, our study identifies variations in leader self-development patterns for leadership positions within the subjects’ organizations. Our findings suggest that individual perceptions of leadership have a strong effect on leader self-development processes. We use the insights gained from our inductive approach to develop a four-factor leader self-development model that provides useful developmental strategies and prescriptions for business practitioners and their organizations.

Keywords: Leader self-development; Leadership development; Career development; Management (search for similar items in EconPapers)
Date: 2021
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (2)

Downloads: (external link)
http://www.sciencedirect.com/science/article/pii/S0007681320301543
Full text for ScienceDirect subscribers only

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eee:bushor:v:64:y:2021:i:2:p:239-248

DOI: 10.1016/j.bushor.2020.12.002

Access Statistics for this article

Business Horizons is currently edited by C. M. Dalton

More articles in Business Horizons from Elsevier
Bibliographic data for series maintained by Catherine Liu ().