Leader/ship development: An empirical examination of the impact of leader/ship development experiences on recommendations for a leadership center

• In Event: Scholar to Scholar VI

Abstract

Building on Day’s (2000) work on leader and leadership development, this paper examines how individuals make sense of and define their own leader and leadership development experiences, exploring how taken-for-granted assumptions, and the discursive resources and Discourses to which they appeal, shape recommendations for leader and leadership development within the context of a new leadership center. Specifically, we explore how constructions of memorable development experiences and absences might shape a particular organization. Recommendations are offered.

Authors

• Brenda Berkelaar, Purdue University

• Jennifer Linvill, Purdue University

• Elizabeth Williams, Purdue University