Abstract
In recent years the call for more inclusive, ‘post-heroic’ perspectives on leadership has become increasingly common and relational theories that consider leadership as ‘a social influence process through which emergent coordination (i.e. evolving social order) and change (i.e. new values, attitudes, approaches, behaviours, ideologies, etc.) are constructed and produced’ (Uhl-Bien, 2006, p. 668) are now widely accepted within the academic literature. Despite this, much leadership training and education remains almost exclusively focused on building the ‘human capital’ (skills, knowledge and capability) of individuals in formal leadership roles – what Day (2000) terms ‘leader development’ – rather than the ‘social capital’ (relationships, networks and collective capacity) of the organization and/or group more widely – what Day (ibid.) refers to as ‘leadership development’.
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© 2012 Richard Bolden and Philip Kirk
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Bolden, R., Kirk, P. (2012). Leadership Development as a Catalyst for Social Change: Lessons from a Pan-African Programme. In: Turnbull, S., Case, P., Edwards, G., Schedlitzki, D., Simpson, P. (eds) Worldly Leadership. Palgrave Macmillan, London. https://doi.org/10.1057/9780230361720_3
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DOI: https://doi.org/10.1057/9780230361720_3
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