Research output: Contribution to journal › Article › peer-review
View graph of relations
Original language | English |
---|
Pages (from-to) | 1-11 |
---|
Number of pages | 11 |
---|
Journal | Development in Practice |
---|
Volume | 30 |
---|
Issue | 1 |
---|
Early online date | 19 Sep 2019 |
---|
DOIs | |
---|
Publication status | E-pub ahead of print - 19 Sep 2019 |
---|
Abstract
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.
Notes
© 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: https://doi.org/10.1080/09614524.2019.1662770
ID: 16706428