Leadership development: making a difference in unfavourable circumstances
| dc.contributor.author | Clarke, Martin | - |
| dc.contributor.author | Bailey, Catherine | - |
| dc.contributor.author | Burr, Joanna | - |
| dc.date.accessioned | 2011-09-29T17:10:29Z | |
| dc.date.available | 2011-09-29T17:10:29Z | |
| dc.date.issued | 2008-08-01T00:00:00Z | - |
| dc.description.abstract | Abstract Purpose – This paper is derived from a two-year study that sought to provide a critical understanding of the current state of business leadership development (BLD) and to identify directions for innovative future practice. The second of two companion papers, this contribution aims to investigate the influence of unfavourable competing agendas on BLD and how human resource development (HRD) professionals can work effectively within such circumstances. Design/methodological approach – The paper analyses three case studies of HRD managers who made significant contributions to their organisation's BLD despite unfavourable political circumstances. These individuals were selected from a population of 190 managers from the first phase of the overall study. Findings – The cases highlight the centrality of political activity to effective BLD design and implementation that is subject to unfavourable circumstances. In particular, the individuals demonstrated the importance of relationship management, challenge and critique and of building change from the bottom up, irrespective of direct senior management support. Practical implications – The cases shed light on the types of behaviour that may enable HRD professionals to make an effective contribution to BLD, even when there is little formal senior management support. Questions are provided to encourage personal learning and debate about the role and value of HR in the enactment of BLD. Originality/value – The findings indicate that much best practice advice on leadership development needs to be tempered with an acknowledgement of the degree to which it is subject to competing interests and postulates that constructive political action may be a legitimate activity for HRD managers despite mainstream unitari | en_UK |
| dc.identifier.citation | Martin Clarke, Catherine Bailey and Joanna Burr, Leadership development: making a difference in unfavourable circumstances, Journal of Management Development, 2008, Volume 27, Issue 8, Pages 824-842 | - |
| dc.identifier.issn | 0262-1711 | - |
| dc.identifier.uri | http://dx.doi.org/10.1108/02621710810895659 | - |
| dc.identifier.uri | http://dspace.lib.cranfield.ac.uk/handle/1826/4311 | |
| dc.publisher | Emerald Group Publishing Limited | en_UK |
| dc.subject | Leadership development | en_UK |
| dc.subject | Organizational politics | en_UK |
| dc.subject | Organizational change | en_UK |
| dc.title | Leadership development: making a difference in unfavourable circumstances | en_UK |
| dc.type | Article | - |