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Becoming a leader: A co-produced autoethnographic exploration of situated learning of leadership practice

Research output: Contribution to journalJournal article


<mark>Journal publication date</mark>04/2010
<mark>Journal</mark>Management Learning
Issue number2
Number of pages15
Pages (from-to)205-219
<mark>Original language</mark>English


The article examines the development of situated leadership practice through an autoethnographic study of the first three months of being in the role of a chief operating officer. The argument for using an autoethnographic approach is in response to the dearth of in-depth research on the development of leadership practice from a relational, social and situated perspective. The article makes a contribution to management learning by exploring aspects of situated curriculum within a manager’s legitimate participation influencing the development of situated leadership practice.