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

Research output: Contribution to journalJournal article


Journal publication date04/2010
JournalManagement Learning
Number of pages15
Original languageEnglish


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.