Exploring Leadership Learning: Four Case Profiles

Steve Kempster
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Steve Kempster: University of Cumbria

Chapter 7 in How Managers Have Learnt to Lead, 2009, pp 121-169 from Palgrave Macmillan

Abstract: Abstract This chapter seeks to explore how contextualised leadership learning occurs. The structure of the chapter will first examine leadership learning in the public sector, and then compare these insights to the private sector, to women’s leadership learning and finally to owner-managers. Although the insights are drawn from a sample of managers in each of these groups, the chapter will highlight one individual per group. This is to enable someone who wishes to compare their experiences to those of another individual from a similar context. Accordingly each case profile will be established. A narrative is outlined of the story of their lived experience from which themes are drawn out. Finally comparisons are made between the groups to identify similarities and differences.

Keywords: Organisational Context; Career Pathway; Situate Learning; Role Enactment; Woman Manager (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_7

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DOI: 10.1057/9780230234741_7

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