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Conclusion

In: How Managers Have Learnt to Lead

Author

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  • Steve Kempster

    (University of Cumbria)

Abstract

The necessity for understanding leadership learning has been outlined in the opening chapter, where it was argued that a clear disquiet exists towards the efficacy and effectiveness of formal leadership development interventions as a means to enhance leadership learning. Further, it was established that informal development as part of an individual’s lived experience, and not formal development, has been found to be significant and dominant in accounts broadly described as leadership learning. Yet there is a dearth of studies into leadership learning at the level of the individual and, in particular, limited detailed understanding and explanation of underlying influences on leadership learning, and the development of leadership practice, interrelated to the contingent effect of contexts.

Suggested Citation

  • Steve Kempster, 2009. "Conclusion," Palgrave Macmillan Books, in: How Managers Have Learnt to Lead, chapter 9, pages 203-221, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-23474-1_9
    DOI: 10.1057/9780230234741_9
    as

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