Being and becoming beginning military leaders: Implications for leadership learning

References

• Andersson, T. (2010). Struggles of managerial being and becoming. The Journal of Management Development, 29(2), 167–176. https://doi.org/10.1108/02621711011019305
   Google Scholar
• Antonacopoulou, E., & Bento, R. (2011). Learning leadership’ in practice. In J. Storey (Ed.), Leadership in organizations: Current issues and key trends (2nd ed., pp. 71–92). Routledge.
   Google Scholar
• Avolio, B. J., & Chan, A. (2008). The dawning of a new era for genuine leadership development. In G. P. Hodgkinson & J. K. Ford (Eds.), International Review of Industrial and Organizational Psychology (Vol. 23, pp. 197–238). Wiley.
   Google Scholar
• Avolio, B. J., & Hannah, S. T. (2008). Developmental readiness: Accelerating leader development. Consulting Psychology Journal: Practice and Research, 60(4), 331–347 https://doi.org/10.1037/1065-9293.60.4.331
   Google Scholar
• Berliner, D. C. (1986). In pursuit of the expert pedagogue. Educational Researcher, 15(7), 5. https://doi.org/10.3102/0013189X015007007
   Google Scholar
• Bryman, A., Stephens, M., & Campo, C. (1996). The importance of context: Qualitative research and the study of leadership. The Leadership Quarterly, 7(3), 353–370. https://doi.org/10.1016/S1048-9843(96)90025-9
   Web of Science ®Google Scholar
• Bryman, A. (2004). Qualitative research on leadership: A critical but appreciative review. The Leadership Quarterly, 15(6), 729–769. https://doi.org/10.1016/j.leaqua.2004.09.007
   Web of Science ®Google Scholar
• Burke, M. J., & Day, R. R. (1986). A cumulative study of the effectiveness of managerial training. Journal of Applied Psychology, 71(2), 232–245 https://doi.org/10.1037/0021-9010.71.2.232
   Web of Science ®Google Scholar
• Charmaz, K. (2006). Constructing grounded theory: A practical guide through qualitative analysis. Sage.
   Google Scholar
• Charmaz, K., & Belgrave, L. L. (2012). Qualitative interviewing and grounded theory analysis. In J. F. Gubrium, A. B. Marvasti, & K. D. McKinney (Eds.), The Sage handbook of interview research: The complexity of the craft. SAGE.
   Google Scholar
• Chee, Y. S. (2011). Learning as becoming through performance, play, and dialog: A model of game-based learning with the game Legends of Alkhimia. Digital Culture & Education, 3(2), 98–122.
   Google Scholar
• Chee, Y. S., Loke, S. K., & Tan, E. M. (2011). Learning as becoming: Values, identity, and performance in the enaction of citizenship education through game play. In R. E. Ferdig (Ed.), Discoveries in gaming and computer-mediated simulations: New interdisciplinary applications (pp. 128–146). IGI Global.
   Google Scholar
• Collins, D. B., & Holton, E. F. (2004). The effectiveness of managerial leadership development programs: A meta-analysis of studies from 1982 to 2001. Human Resource Development Quarterly, 15(2), 217–248. https://doi.org/10.1002/hrdq.1099
   Google Scholar
• Conger, J. A. (2004). Developing leadership capability: What’s inside the black box? Academy of Management Executive, 18(3), 136–2004. https://doi.org/10.5465/AME.2004.14776188
   Google Scholar
• Conger, J. A. (2010). Developing leadership talent: Delivering on the promise of structured programs. In R. Silzer & B. E. Dowell (Eds.), Strategy-driven talent management: A leadership imperative (pp. 281–311). Jossey-Bass.
   Google Scholar
• Creswell, J. W. (2012). Educational research: Planning, conducting and evaluating quantitative and qualitative research (4th ed.). Pearson.
   Google Scholar
• Creswell, J. W. (2013). Qualitative inquiry and research design: Choosing among five approaches (3rd ed.). Sage.
   Google Scholar
• Cunliffe, A., & Sadler-Smith, E. (2010). Continuing to be different. Management Learning, 41(1), 3–5. (p. 3.). https://doi.org/10.1177/1350507609352716
   Web of Science ®Google Scholar
• Dall’Alba, G., & Sandberg, J. (2006). Unveiling professional development: A critical review of stage models. Review of Educational Research, 76(3), 383–412. https://doi.org/10.3102/00346543076003383
   Web of Science ®Google Scholar
• Dall’Alba, G. (2009). Learning to be professionals. Springer.
   Google Scholar
• Day, D. V. (2000). Leadership development: A review in context. The Leadership Quarterly, 11(4), 581–613. https://doi.org/10.1016/S1048-9843(00)00061-8
   Web of Science ®Google Scholar
• Day, D. V., & Halpin, S. M. (2004). Growing leaders for tomorrow: An introduction. In D. V. Day, S. J. Zaccaro, & S. M. Halpin (Eds.), Leader development for transforming organizations: Growing leaders for tomorrow (pp. 3–22). Erlbaum.
   Google Scholar
• Day, D. V., & Zaccaro, S. J. (2004). Toward a science of leader development. In D. V. Day, S. J. Zaccaro, & S. M. Halpin (Eds.), Leader development for transforming organizations: Growing leaders for tomorrow (pp. 383–399). Erlbaum.
   Google Scholar
• Day, D. V., & Harrison, M. M. (2007). A multilevel, identity-based approach to leadership development. Human Resource Management Review, 17(4), 360–373. https://doi.org/10.1016/j.hrmr.2007.08.007
   Google Scholar
• Day, D. V., Harrison, M. M., & Halpin, S. M. (2009). An integrative approach to leader development: Connecting adult development, identity, and expertise. Psychology Press.
   Google Scholar
• Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly, 25(1), 63–82 https://doi.org/10.1016/j.leaqua.2013.11.004
   Web of Science ®Google Scholar
• Day, D. V., & O’Connor, P. M. G. (2017). Talent development: Building organizational capability. In D. G. Collings, K. Mellahi, & W. F. Cascio (Eds.), The Oxford handbook of talent management (pp. 343–360). Oxford University Press.
   Google Scholar
• Dempsey, M. E. (2012). America’s military: A profession of arms. Joint Chiefs of Staff.
   Google Scholar
• Department of the Army. (2014) . Commander and staff organization and operations. Field Manual 6-0.
   Google Scholar
• Department of the Army. (2017) . Operations. Field Manual 3-0.
   Google Scholar
• Department of the Army. (2019) . Army leadership and the profession. Army Doctrine Publication 6-22.
   Google Scholar
• DeRue, D. S., & Ashford, S. J. (2010). Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of Management Review, 35(4), 627–647. https://doi.org/10.5465/AMR.2010.53503267
   Web of Science ®Google Scholar
• DeRue, D. S., & Myers, C. G. (2014). Leadership development: A review and agenda for future research. In D. V. Day (Ed.), Oxford handbook of leadership and organizations (pp. 832–855). Oxford University Press.
   Google Scholar
• Dongen, M. A. D. (2014). Toward a standardized model for leadership development in international organizations. Global Business & Organizational Excellence, 33(4), 6–17. https://doi.org/10.1002/joe.21549
   Google Scholar
• Dreyfus, H. L., & Dreyfus, S. E. (1986). Mind over machine. Free Press.
   Google Scholar
• Fallesen, J. J., Keller-Glaze, H., & Curnow, C. K. (2011). A selective review of leadership studies in the U.S. Army. Military Psychology, 23(5), 462–478. https://doi.org/10.1080/08995605.2011.600181
   Web of Science ®Google Scholar
• Ford, J., Learmonth, M., & Harding, N. (2008). Leadership as identity: Constructions and deconstructions. Palgrave Macmillan.
   Google Scholar
• Gardner, W. L., Lowe, K. B., Meuser, J. D., Noghani, F., Gullifor, D. P., & Cogliser, C. C. (2020). The leadership trilogy: A review of the third decade of The Leadership Quarterly. The Leadership Quarterly, 31(1), 1–26. https://doi.org/10.1016/j.leaqua.2019.101379
   Web of Science ®Google Scholar
• Gherardi, S., Nicolini, D., & Odella, F. (1998). Toward a social understanding of how people learn in organizations: The notion of situated curriculum. Management Learning, 29(3), 273–297. https://doi.org/10.1177/1350507698293002
   Web of Science ®Google Scholar
• Gherardi, S. (2000). Practice-Based Theorizing on Learning and Knowing in Organizations. Organization, 7(2), 211–223. https://doi.org/10.1177/135050840072001
   Web of Science ®Google Scholar
• Hager, P., & Hodkinson, P. (2011). Becoming as an appropriate metaphor for understanding professional learning. In L. Scanlon (Ed.), “Becoming” a professional: An interdisciplinary analysis of professional learning (pp. 33–56). Springer.
   Google Scholar
• Hesselbein, F., & Shinseki, E. K. (2004). Be, know, do: Leadership the Army way. Jossey- Bass.
   Google Scholar
• Hill, L. A. (2003). Becoming a manager: How new managers master the challenges of leadership. Harvard Business School Press.
   Google Scholar
• Hollenbeck, G. P., McCall, M. W., Jr., & Silzer, R. F. (2006). Leadership competency models. The Leadership Quarterly, 17(4), 398–413.
   Web of Science ®Google Scholar
• Kajewski, K., & Madsen, V. (2013). Demystifying 70:20:10 White Paper. DeakinCo. https://deakinprime.com/media/47821/002978_dpw_70-20-10wp_v01_fa.pdf
   Google Scholar
• Karaevli, A., & Hall, D. T. (2003). Growing leaders for turbulent times: Is succession planning up to the challenge? Organizational Dynamics, 32(1), 62–79. https://doi.org/10.1016/S0090-2616(02)00138-9
   Web of Science ®Google Scholar
• Karaevli, A., & Hall, D. T. T. (2006). How career variety promotes the adaptability of managers: A theoretical model. Journal of Vocational Behavior, 69(3), 359–373. https://doi.org/10.1016/j.jvb.2006.05.009
   Web of Science ®Google Scholar
• Kempster, S. (2006). Leadership learning through lived experience: A process of apprenticeship? Journal of Management & Organization, 12(1), 4–22. https://doi.org/10.5172/jmo.2006.12.1.4
   Google Scholar
• Kempster, S. (2009). How managers have learnt to lead: Exploring the development of leadership practice. Palgrave Macmillan.
   Google Scholar
• Kempster, S., & Stewart, J. (2010). Becoming a leader: A co-produced autoethnographic exploration of situated learning of leadership practice. Management Learning, 41(2), 205–219. https://doi.org/10.1177/1350507609355496
   Web of Science ®Google Scholar
• Kempster, S., & Parry, K. W. (2011). Grounded theory and leadership research: A critical realist perspective. The Leadership Quarterly, 22(1), 106–120. https://doi.org/10.1016/j.leaqua.2010.12.010
   Web of Science ®Google Scholar
• Kempster, S., & Parry, K. W. (2014). Exploring observational learning in leadership development for managers. Journal of Management Development, 33(3), 164–181. https://doi.org/10.1108/JMD-01-2012-0016
   Google Scholar
• Komives, S. R., Owen, J. E., Longerbeam, S. D., Mainella, F. C., & Osteen, L. (2005). Developing a leadership identity: A grounded theory. Journal of College Student Development, 46(6), 593–611. https://doi.org/10.1353/csd.2005.0061
   Web of Science ®Google Scholar
• Kuhnert, K. W., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis. The Academy of Management Review, 12(4), 648–657. https://doi.org/10.2307/258070
   Web of Science ®Google Scholar
• Kuhnert, K. W., & Russell, C. J. (1990). Using constructive developmental theory and biodata to bridge the gap between personnel selection and leadership. Journal of Management, 16(3), 595–607. https://doi.org/10.1177/014920639001600305
   Web of Science ®Google Scholar
• Kwok, N., Shen, W., & Brown, D. J. (2021). I can, I am: Differential predictors of leader efficacy and identity trajectories in leader development. The Leadership Quarterly, 32(5) 101422 . https://doi.org/10.1016/j.leaqua.2020.101422
   Web of Science ®Google Scholar
• Larsson, G., Bartone, P. T., Bos-Bakx, M., Danielsson, E., Jelusic, L., Johansson, E., Moelker, R., Sjöberg, M., Vrbanjac, A., Bartone, J., Forsythe, G. B., Pruefert, A., & Wachowicz, M. (2006). Leader development in natural context: A grounded theory approach to discovering how military leaders grow. Military Psychology, 18(sup1), 69–81. https://doi.org/10.1207/s15327876mp1803s_6
   Web of Science ®Google Scholar
• Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Sage.
   Google Scholar
• Lord, R. G., & Hall, R. J. (2005). Identity, deep structure and the development of leadership skill. The Leadership Quarterly, 16(4), 591–615. https://doi.org/10.1016/j.leaqua.2005.06.003
   Web of Science ®Google Scholar
• Lowe, K. B., & Gardner, W. L. (2000). Ten years of The Leadership Quarterly: Contributions and challenges for the future. The Leadership Quarterly, 11(4), 459–514. https://doi.org/10.1016/S1048-9843(00)00059-X
   Web of Science ®Google Scholar
• Mabey, C. (2013). Leadership development in organizations: Multiple discourses and diverse practice. International Journal of Management Reviews, 15(4), 359–380. https://doi.org/10.1111/j.1468-2370.2012.00344.x
   Web of Science ®Google Scholar
• Markus, H., & Nurius, P. (1986). Possible selves. American Psychologist, 41(9), 954–969 https://doi.org/10.1037/0003-066X.41.9.954
   Web of Science ®Google Scholar
• McCall, M. W. (2010). Recasting leadership development. Industrial and Organizational Psychology, 3(1), 3–19. https://doi.org/10.1111/j.1754-9434.2009.01189.x
   Web of Science ®Google Scholar
• McCauley, C. D., Van Velsor, E., & Ruderman, M. N. (2010). Introduction: Our view of leadership development. In E. Van Velsor, C. D. McCauley, & M. N. Ruderman (Eds.), The center for creative leadership handbook of leadership development (3rd ed., pp. 1-26). Jossey-Bass.
   Google Scholar
• Parry, K. W. (1998). Grounded theory and social process: A new direction for leadership research. The Leadership Quarterly, 9(1), 85–105. https://doi.org/10.1016/S1048-9843(98)90043-1
   Web of Science ®Google Scholar
• Parry, K. W., Mumford, M. D., Bower, I., & Watts, L. L. (2014). Qualitative and historiometric methods in leadership research: A review of the first 25 years of The Leadership Quarterly. The Leadership Quarterly, 25(1), 132–151 https://doi.org/10.1016/j.leaqua.2013.11.006
   Web of Science ®Google Scholar
• Raelin, J. A. (2011). From leadership-as-practice to leaderful practice. Leadership, 7(2), 195–211. https://doi.org/10.1177/1742715010394808
   Web of Science ®Google Scholar
• Reicher, S., Haslam, S. A., & Hopkins, N. (2005). Social identity and the dynamics of leadership: Leaders and followers as collaborative agents in the transformation of social reality. The Leadership Quarterly, 16(4), 547–568. https://doi.org/10.1016/j.leaqua.2005.06.007
   Web of Science ®Google Scholar
• Riggio, R. E. (2008). Leadership development: The current state and future expectations. Consulting Psychology Journal: Practice and Research, 60(4), 383–392 https://doi.org/10.1037/1065-9293.60.4.383
   Google Scholar
• Scanlon, L. (Ed.). (2011). “Becoming” a professional: An interdisciplinary analysis of professional learning. Springer.
   Google Scholar
• Smolović Jones, S., Smolović Jones, O., Winchester, N., & Grint, K. (2016). Putting the discourse to work: On outlining a praxis of democratic leadership development. Management Learning, 47(4), 424–442. https://doi.org/10.1177/1350507616631926
   Web of Science ®Google Scholar
• Snider, D. M. (2003). Officership: The professional practice. Military Review, 83(1), 3–8.
   Google Scholar
• Strauss, A., & Corbin, J. (1990). Basics of qualitative research: Grounded theory procedures and techniques. Sage.
   Google Scholar
• Strauss, A., & Corbin, J. (1998). Basics of qualitative research: Techniques and procedures for developing grounded theory (2nd ed.). Sage.
   Google Scholar
• Turnbull James, K., & Denyer, D. (2009). Historical roots and future directions: New challenges for management learning. Management Learning, 40(4), 363–370. https://doi.org/10.1177/1350507609335844
   Web of Science ®Google Scholar
• Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing. The Leadership Quarterly, 17(6), 654–676. https://doi.org/10.1016/j.leaqua.2006.10.007
   Web of Science ®Google Scholar
• Van Velsor, E., McCauley, C. D., & Ruderman, M. N. (Eds.). (2010). The center for creative leadership handbook of leadership development (3rd ed.). Jossey-Bass.
   Google Scholar
• Webster-Wright, A. (2009). Reframing professional development through understanding authentic professional learning. Review of Educational Research, 79(2), 702–739. https://doi.org/10.3102/0034654308330970
   Web of Science ®Google Scholar
• Webster-Wright, A. (2010). Authentic professional learning: Making a difference through learning at work. Springer.
   Google Scholar
• Wenger, E., & Trayner, B. (2015). Communities of practice: A brief introduction. Wenger-Trayner. https://wenger-trayner.com/wp-content/uploads/2015/04/07-Brief-introduction-to-communities-of-practice.pdf
   Google Scholar
• Wong, L., Bliese, P., & McGurk, D. (2003). Military leadership: A context specific review. The Leadership Quarterly, 14(6), 657–692. https://doi.org/10.1016/j.leaqua.2003.08.001
   Web of Science ®Google Scholar
• Yip, J., & Wilson, M. S. (2010). Learning from experience. In E. Van Velsor, C. D. McCauley, & M. N. Ruderman (Eds.), The center for creative leadership handbook of leadership development (3rd ed., pp. 63–96). Jossey-Bass.
   Google Scholar
• Yukl, G. A. (2010). Leadership in organizations (7th ed.). Prentice Hall.
   Google Scholar