Learning in the whirlwind: politicians and leadership development

Abstract

This article explores the distinctive nature of leadership by politicians, compared with managers, and the implications for leadership development. A new framework is proposed to analyse some key activities of leadership development and then to explore the activities in each of four quadrants: daily political life, mulling things over, structured learning and reflection, and the deliberate practice of new skills. Examples from national and local government are used to explore the challenges and achievements of leadership development for politicians within the four quadrants. In setting out this framework about leadership development for politicians, this article breaks new ground.

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Notes on contributors

Jean Hartley

Jean Hartley is Professor of Organizational Analysis in the International Centre for Governance and Public Management (IGPM), Warwick Business School, University of Warwick, UK. Jean gratefully acknowledges the substantial contribution made to this article by several senior civil servants involved in the leadership development of elected politicians at both national and local levels.