Home > Research > Publications & Outputs > Critical reflection as a catalyst for sustainab...
View graph of relations

Critical reflection as a catalyst for sustainable leadership development

Research output: Contribution to conference - Without ISBN/ISSN Conference paper

Published

Standard

Critical reflection as a catalyst for sustainable leadership development. / Ralph, Neil David.

2015.

Research output: Contribution to conference - Without ISBN/ISSN Conference paper

Harvard

APA

Vancouver

Author

Bibtex

@conference{f1869e1c8e9d4fc2ba0b24eb30085669,
title = "Critical reflection as a catalyst for sustainable leadership development",
abstract = "Conventional approaches to leadership development encourage participants to engage in established notions of leadership practice that are often inherently unsustainable. They do not permit the authentic expression of an individual{\textquoteright}s values and beliefs through their leadership, aligning instead with those of established gurus. Rising to the challenge of Bendell & Little (2015) that leadership educators must challenge assumptions about leadership practices that have proven to be unsustainable, this paper explores the case for the development of increasingly self-aware leaders through reflective and reflexive pedagogies. By examining the process and content of an innovative leadership development programme it highlights the benefits to individuals and organisations. Current research highlights the value of increased time and space for reflection during leadership development programmes partnered with purposeful practise and longitudinal reinforcement to develop wise and sustainable leadership practices.",
keywords = "leadership development, critical reflection, practical wisdom",
author = "Ralph, {Neil David}",
year = "2015",
month = jul
day = "16",
doi = "10.13140/RG.2.1.2990.8568",
language = "English",

}

RIS

TY - CONF

T1 - Critical reflection as a catalyst for sustainable leadership development

AU - Ralph, Neil David

PY - 2015/7/16

Y1 - 2015/7/16

N2 - Conventional approaches to leadership development encourage participants to engage in established notions of leadership practice that are often inherently unsustainable. They do not permit the authentic expression of an individual’s values and beliefs through their leadership, aligning instead with those of established gurus. Rising to the challenge of Bendell & Little (2015) that leadership educators must challenge assumptions about leadership practices that have proven to be unsustainable, this paper explores the case for the development of increasingly self-aware leaders through reflective and reflexive pedagogies. By examining the process and content of an innovative leadership development programme it highlights the benefits to individuals and organisations. Current research highlights the value of increased time and space for reflection during leadership development programmes partnered with purposeful practise and longitudinal reinforcement to develop wise and sustainable leadership practices.

AB - Conventional approaches to leadership development encourage participants to engage in established notions of leadership practice that are often inherently unsustainable. They do not permit the authentic expression of an individual’s values and beliefs through their leadership, aligning instead with those of established gurus. Rising to the challenge of Bendell & Little (2015) that leadership educators must challenge assumptions about leadership practices that have proven to be unsustainable, this paper explores the case for the development of increasingly self-aware leaders through reflective and reflexive pedagogies. By examining the process and content of an innovative leadership development programme it highlights the benefits to individuals and organisations. Current research highlights the value of increased time and space for reflection during leadership development programmes partnered with purposeful practise and longitudinal reinforcement to develop wise and sustainable leadership practices.

KW - leadership development

KW - critical reflection

KW - practical wisdom

U2 - 10.13140/RG.2.1.2990.8568

DO - 10.13140/RG.2.1.2990.8568

M3 - Conference paper

ER -