University of Hertfordshire

From the same journal

By the same authors

What we talk about when we talk about leadership in South Sudan.

Research output: Contribution to journalArticlepeer-review


View graph of relations
Original languageEnglish
Pages (from-to)1-11
Number of pages11
JournalDevelopment in Practice
Early online date19 Sep 2019
Publication statusE-pub ahead of print - 19 Sep 2019


It is important to think critically about how we develop leaders, particularly in highly unpredictable countries like South Sudan. This article gives an account of a yearlong reflective and experiential programme in Juba which sought to straddle the paradox of outside and inside: it took seriously the critical insight that leadership development needs to take greater account of endogenous experience. However, to do so we drew on methods developed elsewhere, but which prioritise local experience. The programme focused on the everyday interdependencies of group life, rather than an abstract and often idealised understanding of leadership favoured in many business schools.


© 2019 Informa UK Limited, trading as Taylor & Francis Group. This is an accepted manuscript of an article published by Taylor & Francis in Development in Practice on 19/09/2019, available online:

ID: 16706428