Home > Research > Publications & Outputs > Women's leadership learning

Links

Text available via DOI:

View graph of relations

Women's leadership learning: a reflexive review of representations and leadership teaching

Research output: Contribution to journalJournal articlepeer-review

Published

Standard

Women's leadership learning : a reflexive review of representations and leadership teaching. / Stead, Valerie; Elliott, Carole.

In: Management Learning, Vol. 44, No. 4, 09.2013, p. 373-394.

Research output: Contribution to journalJournal articlepeer-review

Harvard

APA

Vancouver

Author

Stead, Valerie ; Elliott, Carole. / Women's leadership learning : a reflexive review of representations and leadership teaching. In: Management Learning. 2013 ; Vol. 44, No. 4. pp. 373-394.

Bibtex

@article{72d3df076a4a435eb5701f68969439cc,
title = "Women's leadership learning: a reflexive review of representations and leadership teaching",
abstract = "This article contributes to understandings of the experiential nature of leadership learning by drawing attention to the role of disruption as an organizing influence on women{\textquoteright}s leadership learning, and by generating insights for leadership teaching. Examining leadership learning as an experiential process, we present the development of a typology intended to act as a summary of literature focusing on women{\textquoteright}s experiences of leadership learning. Informed by our experiences of developing and using the typology as a teaching aid in two leadership development interventions we progress through a cycle of critical reflections to present a reflexive analysis of the typology{\textquoteright}s performative effect and how it brings into being representations of women{\textquoteright}s leadership. Moving from initial observations to deeper reflections the analysis draws attention to how disrupting pervades women{\textquoteright}s learning of leadership, thus extending our understanding of gender{\textquoteright}s influence on organizing learning experiences. The article considers how we, as educators, might forefront disrupting as a process in leadership learning interventions by re-positioning instruments, such as the typology, to problematize and deconstruct leadership learning. We conclude by proposing a reflexive process in the classroom that takes the form of a critical dialogue to enable educators and participants to de-construct their experience. ",
keywords = "Disrupting, experiential, leadership, learning, teaching, women",
author = "Valerie Stead and Carole Elliott",
year = "2013",
month = sep,
doi = "10.1177/1350507612449504",
language = "English",
volume = "44",
pages = "373--394",
journal = "Management Learning",
issn = "1350-5076",
publisher = "SAGE Publications Ltd",
number = "4",

}

RIS

TY - JOUR

T1 - Women's leadership learning

T2 - a reflexive review of representations and leadership teaching

AU - Stead, Valerie

AU - Elliott, Carole

PY - 2013/9

Y1 - 2013/9

N2 - This article contributes to understandings of the experiential nature of leadership learning by drawing attention to the role of disruption as an organizing influence on women’s leadership learning, and by generating insights for leadership teaching. Examining leadership learning as an experiential process, we present the development of a typology intended to act as a summary of literature focusing on women’s experiences of leadership learning. Informed by our experiences of developing and using the typology as a teaching aid in two leadership development interventions we progress through a cycle of critical reflections to present a reflexive analysis of the typology’s performative effect and how it brings into being representations of women’s leadership. Moving from initial observations to deeper reflections the analysis draws attention to how disrupting pervades women’s learning of leadership, thus extending our understanding of gender’s influence on organizing learning experiences. The article considers how we, as educators, might forefront disrupting as a process in leadership learning interventions by re-positioning instruments, such as the typology, to problematize and deconstruct leadership learning. We conclude by proposing a reflexive process in the classroom that takes the form of a critical dialogue to enable educators and participants to de-construct their experience.

AB - This article contributes to understandings of the experiential nature of leadership learning by drawing attention to the role of disruption as an organizing influence on women’s leadership learning, and by generating insights for leadership teaching. Examining leadership learning as an experiential process, we present the development of a typology intended to act as a summary of literature focusing on women’s experiences of leadership learning. Informed by our experiences of developing and using the typology as a teaching aid in two leadership development interventions we progress through a cycle of critical reflections to present a reflexive analysis of the typology’s performative effect and how it brings into being representations of women’s leadership. Moving from initial observations to deeper reflections the analysis draws attention to how disrupting pervades women’s learning of leadership, thus extending our understanding of gender’s influence on organizing learning experiences. The article considers how we, as educators, might forefront disrupting as a process in leadership learning interventions by re-positioning instruments, such as the typology, to problematize and deconstruct leadership learning. We conclude by proposing a reflexive process in the classroom that takes the form of a critical dialogue to enable educators and participants to de-construct their experience.

KW - Disrupting

KW - experiential

KW - leadership

KW - learning

KW - teaching

KW - women

U2 - 10.1177/1350507612449504

DO - 10.1177/1350507612449504

M3 - Journal article

VL - 44

SP - 373

EP - 394

JO - Management Learning

JF - Management Learning

SN - 1350-5076

IS - 4

ER -