Becoming a leader: a co-produced autoethnographic exploration of situated learning of leadership practice

Citation

Kempster, S. (2010), "Becoming a leader: a co-produced autoethnographic exploration of situated learning of leadership practice", Development and Learning in Organizations, Vol. 24 No. 5. https://doi.org/10.1108/dlo.2010.08124ead.008

Becoming a leader: a co-produced autoethnographic exploration of situated learning of leadership practice

Article Type: Abstracts From: Development and Learning in Organizations, Volume 24, Issue 5

Kempster S. and , Stewart J.Management Learning (UK), April 2010, Vol. 41 No. 2, Start page: 205, No of pages: 15

Examines the development of situated leadership practice through an autoethnographic study of the first three months of being in the role of a chief operating officer. The argument for using an autoethnographic approach is in response to the dearth of in-depth research on the development of leadership practice from a relational, social and situated perspective. The article makes a contribution to management learning by exploring aspects of situated curriculum within a manager’s legitimate participation influencing the development of situated leadership practice. Article type: Research paper ISSN: 1350-5076 Reference: 39AL047

Keywords: Leadership, Participative planning, Curriculum development