Leadership development: Crisis, opportunities and the leadership concept

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dc.contributor.author Probert, Joana -
dc.contributor.author Turnbull James, Kim -
dc.date.accessioned 2012-09-07T23:01:19Z
dc.date.available 2012-09-07T23:01:19Z
dc.date.issued 2011-05-01T00:00:00Z -
dc.identifier.citation Joana Probert and Kim Turnbull James, Leadership development: Crisis, opportunities and the leadership concept, Leadership, May 2011 Volume 7, Number 2, Pages 137-150
dc.identifier.issn 1742-7150 -
dc.identifier.uri http://dx.doi.org/10.1177/1742715010394810 -
dc.identifier.uri http://dspace.lib.cranfield.ac.uk/handle/1826/7547
dc.description.abstract In this paper, we address two different types of crises. The first one refers to a crisis in the leadership development literature. We suggest that its resolution lies in focusing on the leadership concept - the schemata that organizations have embedded in their culture about leadership. We believe that the role of leadership development is to renew these assumptions, so that they reflect the new challenges organizations face. The second type of crisis refers to the pragmatic challenges facing organizations. We suggest that the context of crisis provides ideal circumstances for promoting changes in the leadership concept, as schemata are then more malleable. In addition, we argue that sensemaking may be a possible mechanism for renewing the leadership concept due to its role in schemata changes during times of ambiguity and uncertainty, such as those of crisis. en_UK
dc.language.iso en_UK -
dc.rights The final, definitive version of this article has been published in the Journal, Leadership, Vol. 7/Issue Number 2, 2011, © SAGE Publications Ltd at the Leadership page: http://lea.sagepub.com/ on SAGE Journals Online: http://online.sagepub.com/
dc.subject MT=LEAD en_UK
dc.title Leadership development: Crisis, opportunities and the leadership concept en_UK
dc.type Article -


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