Table of Contents

Self-Management and Leadership Development

Self-Management and Leadership Development

New Horizons in Management series

Edited by Mitchell G. Rothstein and Ronald J. Burke

Self-Management and Leadership Development offers a unique perspective on how leaders and aspiring leaders can and should take personal responsibility for their own development. This distinguished book is differentiated from other books on this topic with its view on the instrumental role played by individuals in managing their own development, rather than depending on others, such as their organization, to guide them. Expert scholars in the area of leadership emphasize the importance of self-awareness as the critical starting point in the process. Explicit recommendations are provided on how individuals can manage their own self-assessment as a starting point to their development. The contributors present insights and practical recommendations on how individuals can actively self-manage through a number of typical leadership challenges.

Chapter 1: The Role of the Individual in Self-Assessment for Leadership Development

Allan H. Church and Christopher T. Rotolo

Subjects: business and management, business leadership, organisational behaviour, politics and public policy, leadership


1 Allan H. Church and Christopher T. Rotolo Much has been written over the last hundred years about the study of leadership and the practice of leadership development. The field has seen everything from different taxonomies and typologies proposed of leadership as a construct (e.g. Antonakis et al., 2004; Bass, 1990; Burke, 1982), to more focused applications regarding the development of leadership skills and capabilities through development interventions and planned experiences (e.g., Byham et al., 2002; Conger and Benjamin, 1999; Fulmer and Conger, 2004; McCall, 1998). There has even been a popular emphasis in recent years on the concept of differentiated stages and developmental needs for leaders as they progress in their careers, popularized by the Leadership Pipeline (Charan et al., 2001). While these approaches are all very important to the field, they often assume that leaders are fully engaged in the learning and development agenda that is being offered or applied. It is difficult to imagine that a well constructed leadership development program or a developmental move to a new leadership role in an emerging market will have a significant impact on the individual’s development if he or she does not possess certain key individual characteristics such as a willingness to learn, an openness to change, and the motivation and ambition to succeed in the future. These approaches also often assume that what is being offered from a tools, intervention or curriculum perspective is accurately filling the leader’s specific developmental needs. That said, it is interesting to note that...

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