Citation:
Mostovicz, E. I., Kakabadse, Nada K., Kakabadse, Andrew P., A dynamic theory of leadership development, Leadership & Organization Development Journal, Volume 30, Issue 6, Pages 563-576
Abstract:
Purpose - This paper aims to offer a dynamic theory of leadership development.
Design/methodology/approach - The paper examines selected leadership literature
through the lens of theory building-blocks. It identifies the role of the ideal
goal in leadership and its importance in developing the psychological aspect of
leadership.
Findings - The paper posits that leadership is a developmental process, which is
based on the type of choice a leader makes. While choice implies that two good
options are always available from which to select, one should make choices in
accordance with the leader's worldview, looking for affiliation (i.e. the Theta
worldview), or looking for achievement (i.e. the Lambda worldview).
Consequently, leaders need to recognise that the choices they make for
organisational activities have to fit their own worldview. Pursuing the fit
between one's worldview and planned organisational activities ensures that
leaders continuously improve their ethical behaviour. The paper concludes with
the presentation of a dynamic theory of leadership, which is based on the
assumption that one can only strive toward truly ethical leadership with the
knowledge that this goal is beyond human capacity.
Research limitations/implications - Being a theory-based exploration, the paper
does not provide empirical examples of how this theory might be applied in
practice.
Originality/value - The paper provides an example of a dynamic theory,
introduces the concept of Theta and Lambda worldviews
