How Managers Have Learnt to Lead: Exploring the Development of Leadership Practice PDF
Preview How Managers Have Learnt to Lead: Exploring the Development of Leadership Practice
How Managers Have Learnt to Lead This page intentionally left blank How Managers Have Learnt to Lead Exploring the Development of Leadership Practice Steve Kempster Head of the Business School the University of Cumbria, UK and Professor of Leadership © Steve Kempster 2009 Softcover reprint of the hardcover 1st edition 2009 978-0-230-22095-9 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No portion of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, Saffron House, 6-10 Kirby Street, London EC1N 8TS. Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The author has asserted his right to be identified as the author of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2009 by PALGRAVE MACMILLAN Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited, registered in England, company number 785998, of Houndmills, Basingstoke, Hampshire RG21 6XS. Palgrave Macmillan in the US is a division of St Martin’s Press LLC, 175 Fifth Avenue, New York, NY 10010. Palgrave Macmillan is the global academic imprint of the above companies and has companies and representatives throughout the world. Palgrave® and Macmillan® are registered trademarks in the United States, the United Kingdom, Europe and other countries. ISBN 978-1-349-30638-1 ISBN 978-0-230-23474-1 (eBook) DOI 10.1057/9780230234741 This book is printed on paper suitable for recycling and made from fully managed and sustained forest sources. Logging, pulping and manufacturing processes are expected to conform to the environmental regulations of the country of origin. A catalogue record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Kempster, Steve, 1961– How managers have learnt to lead : exploring the development of leadership practice / Steve Kempster. p. cm. Includes bibliographical references and index. 1. Leadership. 2. Management. I. Title. HD57.7.K473 2009 658.4’092—dc22 2008050867 10 9 8 7 6 5 4 3 2 1 18 17 16 15 14 13 12 11 10 09 This book is dedicated to my sons, Chris and Rob, for their distractions, to Sarah for her patience and to my parents, John and Alison, for their leadership. This page intentionally left blank Contents List of Tables viii List of Figures ix Foreword x Preface xiii Acknowledgements xvii Part I 1 Introduction: How Do Managers Learn to Lead? 3 Part II 2 What Is Leadership? Can It Be Learnt? 27 3 How Do We Learn? 53 4 What Is Understood about Leadership Learning and Development? 80 5 S o What Do We Know So Far about Leadership Learning? 103 Part III 6 Revealing Leadership Learning from Lived Experience 109 7 Exploring Leadership Learning: Four Case Profiles 121 8 Towards an Explanation of Leadership Learning 170 9 Conclusion 203 Epilogue 222 Notes 224 References 229 Index 246 vii Tables 7.1 Comparing influences on leadership learning: Public and private sector groups 139 7.2 Comparing influences on leadership learning between the men and women groups 155 7.3 Comparison influences on leadership learning between the employed managers and owner-managers 167 viii Figures 2.1 Conceptual framework of Chapter 2 29 2.2 Relationships and leadership 38 2.3 A process perspective to leadership 50 3.1 Structure of Chapter 3 54 4.1 Leadership development grid 84 5.1 Leadership learning through lived experience (adapted from Kempster, 2006) 104 6.1 Structure of interviews (from Kempster, 2006) 113 8.1 Interpersonal influences on leadership learning 183 8.2 Mutual cycle of salience, identity and self-efficacy 184 8.3 Helix of intrapersonal influences on leadership learning 185 8.4 Leadership learning in a single context 186 8.5 Temporal perspective of leadership learning 187 8.6 Comparison of influence configurations 191 8.7 Contrastive influence configuration of private and public sector managers 192 8.8 Contrastive influence configuration of men and women managers in the private sector 194 8.9 Contrastive influence configuration of employed and self-employed managers 199 9.1 Leadership learning through lived experience – a cycle of becoming (Kempster, 2006) 204 9.2 Structure of the LEAD programme 213 ix
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