An experience based view on leader development: leadership as an emergent and complex accomplishment

Abstract

Purpose

The paper aims to identify and address matching problems in leader development and to propose how these problems can be dealt with.

Design/methodology/approach

Based on previous research, traditional leadership development (LD) is criticized and alternative approaches are suggested.

Findings

This research identifies two major matching problems in traditional LD – between participant and development effort and between development effort and realities of managerial work. A context-sensitive and emergent view of LD is suggested to address these matching problems.

Practical implications

The paper illustrates the need of leader development that is addressing the complex nature of managerial work in a more holistic way and to help participants to understand how such complexities can be dealt with.

Originality/value

An alternative view of leader development is identified. It matches managers’ diversities and the realities of managerial work better than traditional leader development does.

Citation

Andersson, T. and Tengblad, S. (2016), "An experience based view on leader development: leadership as an emergent and complex accomplishment", Development and Learning in Organizations, Vol. 30 No. 6, pp. 30-32. https://doi.org/10.1108/DLO-06-2016-0054