In considering the formative experiences, underlying drivers, leadership style and
contextual influences of each leader the paper has begun to draw attention to the very personal nature of leader development, which has to date been lacking from the trait, behavioural and intervention-focused nature of much leadership development research. Although the assumption that leaders can be developed underpins the
significant investment in leader and leadership development by organizations, we have
begun to move away from the sanitised “zero to hero” narratives evident in the practitioner literature, and to illustrate the messy and personal nature of leader development. This shift raises the issue of how leadership development programmes are currently undertaken and the best way to develop leaders. Inline with Byrne and
Rees (2006), we argue that leadership development requires a tailored and
individual-focused approach to meet needs of the individual leader and the organizational context in which s/he is embedded as opposed to a generic “one size fits all” development model. In moving forward, attention must now turn to how
individual leaders can be supported in addressing the development themes identified
above – and the personal and organizational challenges that accompany them.
In considering the formative experiences, underlying drivers, leadership style and
contextual influences of each leader the paper has begun to draw attention to the very personal nature of leader development, which has to date been lacking from the trait, behavioural and intervention-focused nature of much leadership development research. Although the assumption that leaders can be developed underpins the
significant investment in leader and leadership development by organizations, we have
begun to move away from the sanitised “zero to hero” narratives evident in the practitioner literature, and to illustrate the messy and personal nature of leader development. This shift raises the issue of how leadership development programmes are currently undertaken and the best way to develop leaders. Inline with Byrne and
Rees (2006), we argue that leadership development requires a tailored and
individual-focused approach to meet needs of the individual leader and the organizational context in which s/he is embedded as opposed to a generic “one size fits all” development model. In moving forward, attention must now turn to how
individual leaders can be supported in addressing the development themes identified
above – and the personal and organizational challenges that accompany them.
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