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

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What we talk about when we talk about leadership in South Sudan. / Masua, David; Mowles, Christopher; Sarra, Nicholas.

In: Development in Practice, Vol. 30, No. 1, 19.09.2019, p. 1-11.

Research output: Contribution to journalArticlepeer-review

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Masua, David ; Mowles, Christopher ; Sarra, Nicholas. / What we talk about when we talk about leadership in South Sudan. In: Development in Practice. 2019 ; Vol. 30, No. 1. pp. 1-11.

Bibtex

@article{80f4fc4e91e84c1ca1703cba88448212,
title = "What we talk about when we talk about leadership in South Sudan.",
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.",
keywords = "Complexity, reflexivity, Leadership Development, South Sudan",
author = "David Masua and Christopher Mowles and Nicholas Sarra",
note = "{\textcopyright} 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",
year = "2019",
month = sep,
day = "19",
doi = "10.1080/09614524.2019.1662770",
language = "English",
volume = "30",
pages = "1--11",
journal = "Development in Practice",
issn = "0961-4524",
publisher = "Routledge",
number = "1",

}

RIS

TY - JOUR

T1 - What we talk about when we talk about leadership in South Sudan.

AU - Masua, David

AU - Mowles, Christopher

AU - Sarra, Nicholas

N1 - © 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

PY - 2019/9/19

Y1 - 2019/9/19

N2 - 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.

AB - 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.

KW - Complexity

KW - reflexivity

KW - Leadership Development

KW - South Sudan

U2 - 10.1080/09614524.2019.1662770

DO - 10.1080/09614524.2019.1662770

M3 - Article

VL - 30

SP - 1

EP - 11

JO - Development in Practice

JF - Development in Practice

SN - 0961-4524

IS - 1

ER -