‘’We are not managers, we are leaders’’ - A Case Study of a Leadership Development Program
(2021) BUSN49 20211Department of Business Administration
- Abstract
- Title: ‘’We are not managers, we are leaders’’ - A case study of a Leadership Development Program.
Purpose: The aim is to gain insights in how individuals make sense of a leadership development program and acquire a more nuanced understanding on how they position themselves as a leader in the program.
Theoretical background: The theoretical background provides previous research on leadership & development, organizational culture, and identity work. Additionally, we introduce the concept of disidentification.
Methodology: Our research is a qualitative, inductive case study and is in line with the interpretative, social constructionist and critical traditions. Data was gathered through semi-structured interviews.
Findings: The empirical... (More) - Title: ‘’We are not managers, we are leaders’’ - A case study of a Leadership Development Program.
Purpose: The aim is to gain insights in how individuals make sense of a leadership development program and acquire a more nuanced understanding on how they position themselves as a leader in the program.
Theoretical background: The theoretical background provides previous research on leadership & development, organizational culture, and identity work. Additionally, we introduce the concept of disidentification.
Methodology: Our research is a qualitative, inductive case study and is in line with the interpretative, social constructionist and critical traditions. Data was gathered through semi-structured interviews.
Findings: The empirical evidence suggests that the leadership development program in constructed in traditional gender terms, and individuals view themselves as progressive leaders.
Contributions: This research contributes to literature on leadership development programs, with a nuanced focus on identity work through anti-identity construction.
Keywords: Leadership; leadership development; leadership development program; organizational culture; identity work. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9047833
- author
- van de Ven, Sam Riekie LU and Heijenbrock, Sterre LU
- supervisor
- organization
- course
- BUSN49 20211
- year
- 2021
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- Leadership, leadership development, leadership development program, organizational culture, identity work
- language
- English
- id
- 9047833
- date added to LUP
- 2021-06-22 14:12:55
- date last changed
- 2021-06-22 14:12:55
@misc{9047833, abstract = {{Title: ‘’We are not managers, we are leaders’’ - A case study of a Leadership Development Program. Purpose: The aim is to gain insights in how individuals make sense of a leadership development program and acquire a more nuanced understanding on how they position themselves as a leader in the program. Theoretical background: The theoretical background provides previous research on leadership & development, organizational culture, and identity work. Additionally, we introduce the concept of disidentification. Methodology: Our research is a qualitative, inductive case study and is in line with the interpretative, social constructionist and critical traditions. Data was gathered through semi-structured interviews. Findings: The empirical evidence suggests that the leadership development program in constructed in traditional gender terms, and individuals view themselves as progressive leaders. Contributions: This research contributes to literature on leadership development programs, with a nuanced focus on identity work through anti-identity construction. Keywords: Leadership; leadership development; leadership development program; organizational culture; identity work.}}, author = {{van de Ven, Sam Riekie and Heijenbrock, Sterre}}, language = {{eng}}, note = {{Student Paper}}, title = {{‘’We are not managers, we are leaders’’ - A Case Study of a Leadership Development Program}}, year = {{2021}}, }