Executive development: Assuaging uncertainties through joining a leadership academy

Hdl Handle:
http://hdl.handle.net/10149/93402
Title:
Executive development: Assuaging uncertainties through joining a leadership academy
Authors:
Preece, D. (David); Iles, P. (Paul)
Affiliation:
University of Teesside. Business School.
Citation:
Preece, D. and Iles, P. (2009) 'Executive development: Assuaging uncertainties through joining a leadership academy', Personnel Review, 38 (3), pp.286-306.
Publisher:
Emerald
Journal:
Personnel Review
Issue Date:
Apr-2009
URI:
http://hdl.handle.net/10149/93402
DOI:
10.1108/00483480910943340
Abstract:
Purpose: The purpose of this paper is to review some uncertainties experienced by a group of CEs, and how they are assuaged through their participation in an executive development (ED) programme. These uncertainties relate both to their involvement in the programme as such, particularly during their early days of membership, and to their everyday work experience. Design/methodology/approach: An in-depth, longitudinal case study of an ED programme undertaken by the authors, using participant observation, semi-structured interviews and documentary analysis. Findings: Five main CE uncertainties are identified: knowledge, job/career, behavioural, personal, and contextual. The case study section of the paper outlines each of these uncertainties, and illustrates how they are being assuaged through the CE programme. Research imitations/implications: The usual caveats apply about generalising from a case study. On the other hand, the paper presents a rare detailed "insider" account of and reflection upon chief executives' experience of an ED programme, situating it in the wider contexts of their work and anxieties. Practical implications: In the light of the uncertainties identified, a number of implications for the design and operation of executive development programmes are outlined and discussed. Originality/value: New data is presented and analysed, linked to relevant themes in the ED/Leadership Development literatures.
Type:
Article
Language:
en
Keywords:
chief executives; leadership development; uncertainty management; United Kingdom
ISSN:
0048-3486
Rights:
Author can archive post-print (ie final draft post-refereeing). For full details see http://www.sherpa.ac.uk/romeo/ [Accessed 02/03/2010]
Citation Count:
0 [Scopus, 02/03/2010]

Full metadata record

DC FieldValue Language
dc.contributor.authorPreece, D. (David)en
dc.contributor.authorIles, P. (Paul)en
dc.date.accessioned2010-03-02T15:22:11Z-
dc.date.available2010-03-02T15:22:11Z-
dc.date.issued2009-04-
dc.identifier.citationPersonnel Review; 38 (3): 286-306en
dc.identifier.issn0048-3486-
dc.identifier.doi10.1108/00483480910943340-
dc.identifier.urihttp://hdl.handle.net/10149/93402-
dc.description.abstractPurpose: The purpose of this paper is to review some uncertainties experienced by a group of CEs, and how they are assuaged through their participation in an executive development (ED) programme. These uncertainties relate both to their involvement in the programme as such, particularly during their early days of membership, and to their everyday work experience. Design/methodology/approach: An in-depth, longitudinal case study of an ED programme undertaken by the authors, using participant observation, semi-structured interviews and documentary analysis. Findings: Five main CE uncertainties are identified: knowledge, job/career, behavioural, personal, and contextual. The case study section of the paper outlines each of these uncertainties, and illustrates how they are being assuaged through the CE programme. Research imitations/implications: The usual caveats apply about generalising from a case study. On the other hand, the paper presents a rare detailed "insider" account of and reflection upon chief executives' experience of an ED programme, situating it in the wider contexts of their work and anxieties. Practical implications: In the light of the uncertainties identified, a number of implications for the design and operation of executive development programmes are outlined and discussed. Originality/value: New data is presented and analysed, linked to relevant themes in the ED/Leadership Development literatures.en
dc.language.isoenen
dc.publisherEmeralden
dc.rightsAuthor can archive post-print (ie final draft post-refereeing). For full details see http://www.sherpa.ac.uk/romeo/ [Accessed 02/03/2010]en
dc.subjectchief executivesen
dc.subjectleadership developmenten
dc.subjectuncertainty managementen
dc.subjectUnited Kingdomen
dc.titleExecutive development: Assuaging uncertainties through joining a leadership academyen
dc.typeArticleen
dc.contributor.departmentUniversity of Teesside. Business School.en
dc.identifier.journalPersonnel Reviewen
ref.citationcount0 [Scopus, 02/03/2010]en
or.citation.harvardPreece, D. and Iles, P. (2009) 'Executive development: Assuaging uncertainties through joining a leadership academy', Personnel Review, 38 (3), pp.286-306.-
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