Developing leaders or developing leadership? The Academy of Chief Executives' programmes in the North East of England

Hdl Handle:
http://hdl.handle.net/10149/58415
Title:
Developing leaders or developing leadership? The Academy of Chief Executives' programmes in the North East of England
Authors:
Iles, P. (Paul); Preece, D. (David)
Affiliation:
University of Teesside
Citation:
Iles, P. and Preece, D. (2006) 'Developing leaders or developing leadership? The Academy of Chief Executives' programmes in the North East of England', Leadership, 2 (3), pp.317-340.
Publisher:
Sage
Journal:
Leadership
Issue Date:
1-Aug-2006
URI:
http://hdl.handle.net/10149/58415
DOI:
10.1177/1742715006066024
Abstract:
The article distinguishes between leaders and leadership on the one hand, and leader and leadership development on the other. It then explores a particular mode of leadership development, based upon membership of the UK Academy of Chief Executives (ACE). Semi-structured interviews, documentary analysis, and participant observation were used to study the experiences and obtain the views of members of the North East England branch of the ACE. It is argued that leadership development has often been equated with leader development, with the resulting focus upon the individual, as against attending to the social, political, collective and other contexts of action and meaning. Social capital theory, following Day (2000), is drawn upon in order to help conceptualize and apply leadership development in context, where the emphasis is upon understanding and building relationships and networks, coordinating activities, and developing commitments.
Type:
Article
Keywords:
Academy of Chief Executives; leaders; leadership development; North East England
ISSN:
1742-7150
Rights:
Subject to restrictions, author can archive post-print (ie final draft post-refereeing). For full details see http://www.sherpa.ac.uk/romeo/ [Accessed 7/12/09]
Citation Count:
0 [Web of Science and Scopus, 7/12/2009]

Full metadata record

DC FieldValue Language
dc.contributor.authorIles, P. (Paul)-
dc.contributor.authorPreece, D. (David)-
dc.date.accessioned2009-04-01T10:51:29Z-
dc.date.available2009-04-01T10:51:29Z-
dc.date.issued2006-08-01-
dc.identifier.citationLeadership; 2 (3): 317-340-
dc.identifier.issn1742-7150-
dc.identifier.doi10.1177/1742715006066024-
dc.identifier.urihttp://hdl.handle.net/10149/58415-
dc.description.abstractThe article distinguishes between leaders and leadership on the one hand, and leader and leadership development on the other. It then explores a particular mode of leadership development, based upon membership of the UK Academy of Chief Executives (ACE). Semi-structured interviews, documentary analysis, and participant observation were used to study the experiences and obtain the views of members of the North East England branch of the ACE. It is argued that leadership development has often been equated with leader development, with the resulting focus upon the individual, as against attending to the social, political, collective and other contexts of action and meaning. Social capital theory, following Day (2000), is drawn upon in order to help conceptualize and apply leadership development in context, where the emphasis is upon understanding and building relationships and networks, coordinating activities, and developing commitments.-
dc.publisherSage-
dc.rightsSubject to restrictions, author can archive post-print (ie final draft post-refereeing). For full details see http://www.sherpa.ac.uk/romeo/ [Accessed 7/12/09]-
dc.subjectAcademy of Chief Executives-
dc.subjectleaders-
dc.subjectleadership development-
dc.subjectNorth East England-
dc.titleDeveloping leaders or developing leadership? The Academy of Chief Executives' programmes in the North East of England-
dc.typeArticle-
dc.contributor.departmentUniversity of Teesside-
dc.identifier.journalLeadership-
ref.assessmentRAE 2008-
ref.citationcount0 [Web of Science and Scopus, 7/12/2009]-
or.citation.harvardIles, P. and Preece, D. (2006) 'Developing leaders or developing leadership? The Academy of Chief Executives' programmes in the North East of England', Leadership, 2 (3), pp.317-340.-
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