Resistance and struggle in leadership development

Bibliographic Data

ID9890284
AuthorsBrigid Carroll (0000-0002-0919-9525, University of Auckland, corresponding author), Helen Nicholson (0000-0003-0921-2758, Lund University, corresponding author)
Year2014
Volume67
Issue11
Pages1413-1436
Publication date2014-11-01
Open AccessYes
TypeARTICLE
VenueHuman Relations (JOURNAL)
Journal identifiersISSN: 0018-7267 • E-ISSN: 1741-282X
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/0018726714521644
OpenAlexW2135655237
LanguageEN
Citations received23
References cited49

That leadership development is a contested terrain, like any organizational terrain, can scarcely be considered a new idea, yet research into the intricacies of resistance in this context is very much in its infancy. This article takes recent critical scholarship on resistance as its starting point to explore the interdependencies of power, resistance and struggle in a leadership development environment. Drawing on extensive online interactions collected from an 18-month, cross-sector programme with emergent leaders, this article asks whether the different stakeholders in leadership development could benefit from a more open exploration of power and resistance. Such dynamics offer new insights into the relationship between participants and facilitators and raise a series of alternative questions, challenges and strategies for leadership development

Context (archaeology · Interdependence · Leader development · Leadership development · Leadership studies · Leadership style · Neuroleadership · Political science · Power (physics · Public relations · Resistance (ecology · Scholarship · Shared leadership · Social science · Sociology · Management and Organizational Studies · Nonprofit Sector and Volunteering · Organizational Learning and Leadership

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