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Original Articles

Creating leaders or loyalists? conflicting identities in a leadership development programme

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Pages 169-186 | Published online: 08 Jun 2007

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Read on this site (8)

Paul Joseph-Richard, Gareth Edwards & Shirley-Ann Hazlett. (2021) Leadership development outcomes research and the need for a time-sensitive approach. Human Resource Development International 24:2, pages 173-199.
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Corina Sheerin, Caitriona Hughes & Thomas Garavan. (2020) Gendered practices and tacit knowledge sharing in organizations: a structuration perspective. Human Resource Development International 23:5, pages 542-568.
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Kate Regan. (2016) Leadership Identity Formation in Nonprofit Human Service Organizations. Human Service Organizations: Management, Leadership & Governance 40:5, pages 435-440.
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Anders Örtenblad, Jacky Hong & Robin Snell. (2016) Good leadership: A mirage in the desert?. Human Resource Development International 19:5, pages 349-357.
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Kasper Elmholdt, Claus Elmholdt, Lene Tanggaard & Lars Holmgaard Mersh. (2016) Learning good leadership: a matter of assessment?. Human Resource Development International 19:5, pages 406-428.
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Alex Tymon & Margaret Mackay. (2016) Developing business buccaneers: employer expectations of emergent leaders. Human Resource Development International 19:5, pages 429-446.
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Christopher Rhodes. (2012) Should leadership talent management in schools also include the management of self-belief?. School Leadership & Management 32:5, pages 439-451.
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Articles from other publishers (25)

Simon M. Smith, Gareth Edwards, Adam Palmer, Richard Bolden & Emma Watton. (2022) Leadership development evaluation (LDE): reflections on a collaboratory approach. International Journal of Organizational Analysis 31:6, pages 2595-2609.
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Ronit Kark, Ruth BlattVarda Wiesel. (2023) A woman’s got to be what a woman’s got to be? How managerial assessment centers perpetuate gender inequality. Human Relations, pages 001872672311614.
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Amir E. Keshtiban, Jamie L. Callahan & Martin Harris. (2021) Leaderlessness in social movements: Advancing space, symbols, and spectacle as modes of “Leadership”. Human Resource Development Quarterly 34:1, pages 19-43.
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Izhar Oplatka. 2023. International Encyclopedia of Education(Fourth Edition). International Encyclopedia of Education(Fourth Edition) 438 444 .
Jamie L. Callahan. 2023. The Palgrave Handbook of Critical Human Resource Development. The Palgrave Handbook of Critical Human Resource Development 17 28 .
Morten Knudsen, Magnus Larsson & Mette Mogensen. (2022) Authorising managers in management development?. Management Learning, pages 135050762211127.
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Sylwia Ciuk & Doris Schedlitzki. (2021) Developing and spreading leadership across levels: The facilitating and constraining role of context. Management Learning 53:2, pages 249-268.
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Morten Knudsen & Magnus Larsson. (2021) The deep organisation: The organisational view in a public management and leadership development programme. Teaching Public Administration 40:1, pages 120-142.
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Christopher Selvarajah, Denny Meyer, JASK Jayakody & Suku Sukunesan. (2020) Managerial Perceptions of Leadership in Sri Lanka: Good Management and Leadership Excellence as Foundation for Sustainable Leadership Capacity Building in Post-Civil War Sri Lanka. Sustainability 12:4, pages 1307.
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Doris Schedlitzki. (2019) Developing apprentice leaders through critical reflection. Higher Education, Skills and Work-Based Learning 9:2, pages 237-247.
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John R. Turner, Rose Baker, Jae Schroeder, Karen R. Johnson & Chih-Hung Chung. (2018) The global leadership capacity wheel. European Journal of Training and Development 43:1/2, pages 105-131.
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John R. Turner, Rose Baker, Jae Schroeder, Karen R. Johnson & Chih-hung Chung. (2018) Leadership development techniques. European Journal of Training and Development 42:9, pages 538-557.
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Marian Iszatt-White, Steve Kempster & Brigid Carroll. (2017) An educator’s perspective on reflexive pedagogy: Identity undoing and issues of power. Management Learning 48:5, pages 582-596.
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Hubert Annen. 2017. Leader Development Deconstructed. Leader Development Deconstructed 251 273 .
Gun Sparrhoff. 2015. Working and Learning in Times of Uncertainty. Working and Learning in Times of Uncertainty 75 86 .
Laura Bierema & Jamie L. Callahan. (2014) Transforming HRD. Advances in Developing Human Resources 16:4, pages 429-444.
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Suzanne Gagnon & David Collinson. (2014) Rethinking Global Leadership Development Programmes: The Interrelated Significance of Power, Context and Identity. Organization Studies 35:5, pages 645-670.
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Christopher Rhodes & Sarah Fletcher. (2013) Coaching and mentoring for self‐efficacious leadership in schools. International Journal of Mentoring and Coaching in Education 2:1, pages 47-63.
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Nan Jiang & Victoria Carpenter. (2013) Faculty‐specific factors of degree of HE internationalization. International Journal of Educational Management 27:3, pages 242-259.
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Nan Jiang & Victoria Carpenter. (2013) A case study of issues of strategy implementation in internationalization of higher education. International Journal of Educational Management 27:1, pages 4-18.
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Suzanne Gagnon, Heather C. Vough & Robert Nickerson. (2012) Learning to Lead, Unscripted. Human Resource Development Review 11:3, pages 299-325.
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Edward Peck & Helen Dickinson. (2010) Research paper: Pursuing legitimacy: conceptualising and developing leaders' performances. Leadership & Organization Development Journal 31:7, pages 630-642.
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Heather C. Kissack & Jamie L. Callahan. (2010) The reciprocal influence of organizational culture and training and development programs. Journal of European Industrial Training 34:4, pages 365-380.
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Jamie L. Callahan. (2009) Manifestations of Power and Control: Training as the Catalyst for Scandal at the United States Air Force Academy. Violence Against Women 15:10, pages 1149-1168.
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K. Peter Kuchinke, Hye-Seung Kang & Seok-Young Oh. (2008) The influence of work values on job and career satisfaction, and organizational commitment among Korean professional level employees. Asia Pacific Education Review 9:4, pages 552-564.
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