Gilani, P., Bolden, R. and Pye, A., 2023. Evaluating shifting perceptions and configurations of social capital in leadership development. Leadership, 19 (1), 63-84.
Full text available as:
|
PDF (OPEN ACCESS ARTICLE)
17427150221133888.pdf - Published Version Available under License Creative Commons Attribution. 879kB | |
PDF (OPEN ACCESS ARTICLE)
17427150221133888.pdf - Published Version Restricted to Repository staff only Available under License Creative Commons Attribution. 879kB | ||
Copyright to original material in this document is with the original owner(s). Access to this content through BURO is granted on condition that you use it only for research, scholarly or other non-commercial purposes. If you wish to use it for any other purposes, you must contact BU via BURO@bournemouth.ac.uk. Any third party copyright material in this document remains the property of its respective owner(s). BU grants no licence for further use of that third party material. |
DOI: 10.1177/17427150221133888
Abstract
Whilst Day’s (2000) description of leadership development as an investment in social capital has been widely cited, there has been little subsequent empirical or theoretical work to explore and articulate the nature and purpose of this ‘social capital’ or how it changes over time. This paper revisits this issue by presenting findings from a qualitative in-depth longitudinal evaluation of a corporate leadership development programme. The study explored the multi-faceted and shifting nature of social capital during and after the programme, with particular attention given to how different aspects of social capital were perceived and engaged with by key stakeholders over time. Findings reveal differing perspectives on the nature and purpose of social capital and illustrate the impact of changing organizational contexts on programme aims and outcomes and how these are evaluated. The paper concludes by outlining implications for the evaluation of leadership development, advocating the value of a pluralistic approach that incorporates criticality alongside the logics of accountability, development and knowledge that characterise most current approaches to evaluation Kennedy, Carroll and Francoeur (2013).
Item Type: | Article |
---|---|
ISSN: | 1742-7150 |
Uncontrolled Keywords: | Leadership development; social capital; organizational change; evaluation; context |
Group: | Bournemouth University Business School |
ID Code: | 37778 |
Deposited By: | Symplectic RT2 |
Deposited On: | 07 Nov 2022 12:04 |
Last Modified: | 13 Apr 2023 11:35 |
Downloads
Downloads per month over past year
Repository Staff Only - |