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‘’We are not managers, we are leaders’’ - A Case Study of a Leadership Development Program

van de Ven, Sam Riekie LU and Heijenbrock, Sterre LU (2021) BUSN49 20211
Department 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:
author
van de Ven, Sam Riekie LU and Heijenbrock, Sterre LU
supervisor
organization
course
BUSN49 20211
year
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}},
}