Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Sign In to gain access to subscriptions and/or personal tools.
Leadership
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Iles, P.
Right arrow Articles by Preece, D.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Developing Leaders or Developing Leadership? The Academy of Chief Executives’ Programmes in the North East of England

Paul Iles

University of Teesside, UK

David Preece

University of Teesside, UK

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.

Key Words: Academy of Chief Executives • leader development • leaders • leadership • leadership development

Leadership, Vol. 2, No. 3, 317-340 (2006)
DOI: 10.1177/1742715006066024
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 LeadershipHome page
J. Gosling, R. Bolden, and G. Petrov
Distributed Leadership in Higher Education: What Does It Accomplish?
Leadership, August 1, 2009; 5(3): 299 - 310.
[Abstract] [PDF]

Home page
 LeadershipHome page
P. Parker and B. Carroll
Leadership Development: Insights from a Careers Perspective
Leadership, May 1, 2009; 5(2): 261 - 283.
[Abstract] [PDF]

Home page
 LeadershipHome page
B. Carroll, L. Levy, and D. Richmond
Leadership as Practice: Challenging the Competency Paradigm
Leadership, November 1, 2008; 4(4): 363 - 379.
[Abstract] [PDF]

Home page
 OrganizationHome page
B. Carroll and L. Levy
Defaulting to Management: Leadership Defined By What It Is Not
Organization, January 1, 2008; 15(1): 75 - 96.
[Abstract] [PDF]

Home page
 LeadershipHome page
K. Grint
Learning to Lead: Can Aristotle Help Us Find the Road to Wisdom?
Leadership, May 1, 2007; 3(2): 231 - 246.
[PDF]

Home page
 LeadershipHome page
A. Jones
Leading Questions: Developing What? An Anthropological Look at the Leadership Development Process Across Cultures
Leadership, November 1, 2006; 2(4): 481 - 498.
[PDF]