Rights statement: The final, definitive version of this article has been published in the Journal, Leadership, 16 (2), 2019, © SAGE Publications Ltd, 2019 by SAGE Publications Ltd at the Leadership page: https://journals.sagepub.com/home/LEA on SAGE Journals Online: http://journals.sagepub.com/
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Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - ‘It's the organization that is wrong’
T2 - Exploring disengagement from organizations through leadership development
AU - Larsson, Magnus
AU - Holmberg, Robert
AU - Kempster, Steve
N1 - The final, definitive version of this article has been published in the Journal, Leadership, 16 (2), 2019, © SAGE Publications Ltd, 2019 by SAGE Publications Ltd at the Leadership page: https://journals.sagepub.com/home/LEA on SAGE Journals Online: http://journals.sagepub.com/
PY - 2020/4/1
Y1 - 2020/4/1
N2 - This research explores the relationship between participation in leadership development programmes and disengagement from the employing organization. Based on repeated interviews with 10 managers participating in an open leadership development programme, our analysis shows that half of the participants reflected a sense of distancing themselves from how their organizations practiced leadership, and for some, an emotional disengagement with their home organization which we see as analogous to changes in social identity. We problematize the role of management and leadership development programmes with regard to the relationship between organizations and employees. A series of paradoxes are reflected in our critique of this relationship. The most prominent in terms of implications is that a successful management and leadership development programme – recognized by employees and employers – can generate dissatisfaction with the home organization as a consequence of the purpose of the programme: to increase confidence and enhanced agency. This paradox has significant implication to the leadership development industry and we explore these implications.
AB - This research explores the relationship between participation in leadership development programmes and disengagement from the employing organization. Based on repeated interviews with 10 managers participating in an open leadership development programme, our analysis shows that half of the participants reflected a sense of distancing themselves from how their organizations practiced leadership, and for some, an emotional disengagement with their home organization which we see as analogous to changes in social identity. We problematize the role of management and leadership development programmes with regard to the relationship between organizations and employees. A series of paradoxes are reflected in our critique of this relationship. The most prominent in terms of implications is that a successful management and leadership development programme – recognized by employees and employers – can generate dissatisfaction with the home organization as a consequence of the purpose of the programme: to increase confidence and enhanced agency. This paradox has significant implication to the leadership development industry and we explore these implications.
KW - leadership development program
KW - dissatisfaction
KW - disengagement
KW - managerial practices
KW - agency
U2 - 10.1177/1742715019879306
DO - 10.1177/1742715019879306
M3 - Journal article
VL - 16
SP - 141
EP - 162
JO - Leadership
JF - Leadership
SN - 1742-7150
IS - 2
ER -