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    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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‘It's the organization that is wrong’: Exploring disengagement from organizations through leadership development

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‘It's the organization that is wrong’ : Exploring disengagement from organizations through leadership development. / Larsson, Magnus; Holmberg, Robert; Kempster, Steve.

In: Leadership, Vol. 16, No. 2, 01.04.2020, p. 141-162.

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Larsson, Magnus ; Holmberg, Robert ; Kempster, Steve. / ‘It's the organization that is wrong’ : Exploring disengagement from organizations through leadership development. In: Leadership. 2020 ; Vol. 16, No. 2. pp. 141-162.

Bibtex

@article{db7855c28faa4356a516b85af8748111,
title = "{\textquoteleft}It's the organization that is wrong{\textquoteright}: Exploring disengagement from organizations through leadership development",
abstract = "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.",
keywords = "leadership development program, dissatisfaction, disengagement, managerial practices, agency",
author = "Magnus Larsson and Robert Holmberg and Steve Kempster",
note = "The final, definitive version of this article has been published in the Journal, Leadership, 16 (2), 2019, {\textcopyright} 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/ ",
year = "2020",
month = apr,
day = "1",
doi = "10.1177/1742715019879306",
language = "English",
volume = "16",
pages = "141--162",
journal = "Leadership",
issn = "1742-7150",
publisher = "SAGE PUBLICATIONS INC",
number = "2",

}

RIS

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 -