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- W4285035873 abstract "Corporate Leadership Development (LD) is a global industry which generates billions in revenue, yet academics and practitioners continue to wrestle with the question of whether it actually achieves its stated goals, typically defined in terms of organisational and performance outcomes. This chapter questions and challenges the assumptions that LD does in fact bring about a stronger ability to lead, and that leaders’ behaviours and actions can elicit specific outcomes for their teams and organisations. The author’s work as a consultant advising global corporations in the hi-tech and pharmaceutical sectors is the focus of this examination. The chapter problematises the simplified abstractions and de-contextualised leadership models which feature in many global LD programmes, and offers an alternative approach, based on pragmatist thinking, advocating the taking of human experience and practice as the starting point, and focusing on what is actually happening in organisations, rather than on idealised visions of what should be happening. Drawing on a complexity perspective, based largely on the perspective of complex responsive processes of relating, an argument is made for a social view of leadership, in which leaders, like everyone else in organisations, form and are formed by multiple interdependent relationships. Organisational life is not a system that can be directed towards specific goals by any one person, whether we label them a leader, a consultant or any other title. Being involved in processes of human relating means that outcomes will emerge without following a predetermined plan." @default.
- W4285035873 created "2022-07-12" @default.
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- W4285035873 date "2022-07-12" @default.
- W4285035873 modified "2023-09-27" @default.
- W4285035873 title "A Critical Look at Corporate Leadership Development" @default.
- W4285035873 doi "https://doi.org/10.4324/9781003092230-8" @default.
- W4285035873 hasPublicationYear "2022" @default.
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