TY  - JOUR
AB  - With the recent emergence of organizational and systemic restructuring in Anglo‐American societies, leadership and the search for prospective leaders has taken on new significance. Focuses on leader development and defines the nurturing of leaders as leader formation. Doubt is cast on the efficacy of currently popular leader models, such as transformational leadership, which purport to facilitate and enhance organizational learning. Instead, if leaders are to promote learning, recognition of a shift in focus in leadership studies towards constructivism and contextualism is required. Documents and illustrates these trends by a historical instance of institutionalized leader formation: the English public school tradition of gifted amateur, gentlemanly power. Draws the implications of the case for instrumental approaches to leadership, organizational learning and programmes of management development.
VL  - 16
IS  - 4
SN  - 0262-1711
DO  - 10.1108/02621719710164553
UR  - https://doi.org/10.1108/02621719710164553
AU  - Gronn Peter
PY  - 1997
Y1  - 1997/01/01
TI  - Leading for learning: organizational transformation and the formation of leaders
T2  - Journal of Management Development
PB  - MCB UP Ltd
SP  - 274
EP  - 283
Y2  - 2024/04/24
ER  -