Competency frameworks, models, instruments and thinking have long been ingrained and utilized in management and organizational life. Not surprisingly they have been transplanted both swiftly and seemingly easily into the leadership domain. While there certainly have been discomfort and critique from academic and practitioner sources, nothing has emerged strongly enough to date that would provide an alternative mode of framing and translating both leadership and leadership development in the different contexts that seek to make it visible. In this article, consequently, we submit leadership and its development to the `practice turn' to enable a radically different perspective from a competency orientated one. The ontology, epistemology and methodologies of practice are examined and translated to the leadership field. We argue that a focus on praxis, practitioner and practice offers both challenge and transformation to the ways that leadership is bounded and constrained by current organizational and managerial conventions.

Leadership development theory and practice is increasingly turning its gaze on identity as a primary focus for development efforts. Most of this literature focuses on how the identities of participants are strengthened, repaired and evolved. This article focuses on identity work practices that are underdeveloped in the literature: the deconstruction, unravelling and letting go that can be experienced when working upon one’s self. We group these experiences, among others, under the conceptual term ‘identity undoing’ and, based on findings from an 18-month ethnographic study of a leadership development program, we offer five manifestations of how it can be experienced. Through foregrounding the undoing of identity, we are able to look more closely at how power relations shape the leadership development experience. In order to raise questions and propositions for leadership and its development we use a micro-sociological and interactionist approach to explore the interplay between identity and power.

The authors seek to broaden the focus and orientation of social constructionism in leadership development. Previous research has predominantly concerned identity-orientated approaches focused on regulation as opposed to construction of identity. Social constructionism challenges us to view leadership participants as subjects and objects. Using the concept of a “space of action,” the authors focus on places in leadership development where identity work is visible, inducing different kinds of agency. Three different responses are analyzed, exploring their implications for leadership development. The authors propose the importance of three communicative responses in allowing alternative identity storylines to remain open and active. The authors support leadership development as a site, discourse, and series of practices that equips us to work with identity in fluid, dynamic, and plural ways.

Although role theory appears to have been largely dismissed from the contemporary critical literature, role is nevertheless a persistent theme in the discourses of organizational actors. This paper argues that it is timely, therefore, to re-view role, particularly as it articulates with the processes of constructing identity. Drawing on three interview segments that evoke a variety of roles, we develop the notion of role as a boundary object (a concept that we have appropriated from the sociology of science and technology literature). We show that this provides a much richer and more complex understanding that recognizes role as an inherently incomplete and emergent intermediary in identity construction processes. Further, we suggest that this view of role resonates with, and informs, wider theoretical conversations about identity construction.

The dynamics between identity (who I am) and anti-identity (who am I not) are drawn on to explore the identity work of senior and middle managers who have elected to embark on formal, sustained and intensive leadership development work. We construct the concept of a default identity, not primarily as an oppositional or negative identity, but as a baseline identity that, because it is securely held, has a major role to play in the understanding, acquisition and performance of more emergent identity constructions. In exploring the dynamics between management (default identity) and leadership (emergent and desirable identity) for instance, it becomes clear that each is shaped by the other in subtle and overt ways. We conclude that the recognition of the dynamics and relationships between them holds some promise for new thinking and innovation in terms of individual organizational identity work, leadership development and organizational change. Key words. identity work; leadership; management Before I moved here I used to have a four quadrant leadership chart pinned up on my wall, then I moved desks and I don't know where it is now. I haven't got it back up, but I used to look at it and refer to it on occasion. I wasn't really in a leadership role then. I had one analyst reporting to me. So it wasn't particularly important at that time. But from this perspective I can