TY  - JOUR
AB  - This paper introduces the concept of action logics as increasingly complex and flexible systems of meaning‐making to the management field. It adds the developmental perspective (vertical transformation) to the training and development concept of growth as lateral expansion. It outlines the major shift from viewing people mostly as different types to also considering differences in the differentiation and integration of their meaning‐making capacity. First, there is a brief overview of the developmental approach, and the assumptions shared in the field of adult development research. Next the spiral Leadership Development Framework and its measuring instrument are described, and the reader is walked through two examples of what it means to interpret the world from different actions logics. Finally, the benefits of a developmental perspective are outlined. It predicts that postconventional leaders can more flexibly and successfully tailor their interactions to the differing needs of those they work with to create greater capacity throughout the system.
VL  - 36
IS  - 7
SN  - 0019-7858
DO  - 10.1108/00197850410563902
UR  - https://doi.org/10.1108/00197850410563902
AU  - Cook‐Greuter Susanne R.
PY  - 2004
Y1  - 2004/01/01
TI  - Making the case for a developmental perspective
T2  - Industrial and Commercial Training
PB  - Emerald Group Publishing Limited
SP  - 275
EP  - 281
Y2  - 2024/04/24
ER  -