Coherence, continuity, and comprehensiveness in shaping leadership development systems in Swedish companies
Bibliographic Data
| ID | 6441257 |
|---|---|
| Authors | Gunilla Avby (0000-0001-6784-0133, Jönköping University), Ingela Bergmo-Prvulovic (0000-0001-8656-7849, Jönköping University), Annika Engström (0000-0002-8993-4306, Jönköping University), Sofia Kjellström (0000-0001-8952-8773, Jönköping University) |
| Year | 2025 |
| Volume | 21 |
| Issue | 5-6 |
| Pages | 393-417 |
| Publication date | 2025-06-23 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Leadership (JOURNAL) |
| Journal identifiers | ISSN: 1742-7150 • E-ISSN: 1742-7169 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/17427150251352900 |
| OpenAlex | W4411547853 |
| Language | EN |
| Citations received | 1 |
| References cited | 52 |
This study explores the relationship between organizational leadership identity, defined as “who we are” and “what we value related to leadership”, and leadership development practices in five Swedish companies. Through the analysis of their narratives, the study reveals five distinct organizational leadership identities, ranging from individual leadership excellence to collaborative self-leadership. These identities significantly influence the shaping of a leadership development system (LDS) in practice. The study highlights three critical aspects— coherence , continuity , and comprehensiveness —that define the interdependency between leadership identity and an LDS. A closer linkage creates high interdependency, resulting in a stronger and more effective system, while weaker linkages reduce this interdependency and its potential to support organizational objectives and manage change. This research challenges traditional, linear models of leadership development, emphasizing the interaction and interconnectedness of practices within an organized “place”. This place serves as a site of integration, activation, and interconnection between people, things, and experiences. By integrating concepts of organizational identity, historical context, and values, the study provides a more holistic theoretical framework for understanding how effective leadership is developed within organizations
Context (archaeology · Excellence · Identity (music · Interdependence · Knowledge management · Leadership · Leadership development · Leadership studies · Leadership style · Neuroleadership · Political science · Public relations · Shared leadership · Social science · Sociology · Computer Science · Job Satisfaction and Organizational Behavior · Management and Organizational Studies · Organizational Learning and Leadership
Leadership training design, delivery, and implementation
Organizational Identity Formation and Change
The Oxford Handbook of Leadership and Organizations
Advancing the science of 21st-century leadership development
Zombie leadership
Developing the theory and practice of leadership development
Six ways of understanding leadership development
Evaluating shifting perceptions and configurations of social capital in leadership development
Barriers to leadership development
Asymmetries of responsibility in self-managing organization
Walking Our Evidence-Based Talk
Building Leadership Service Academies to Institutionalize a Strategic Leadership Development Focus
Critical leadership studies
| Unique citing works | 1 |
|---|---|
| Citations per year | 1 |
| Citation span | 2026 - 2026 (1) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 1 |