Higher Education Engagement in Leadership Development

Jones, Karen; Sambrook, Sally; Henley, Andrew; Norbury, Heather

doi:10.5367/ihe.2012.0129

Cited by 4 publications

(3 citation statements)

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“…Natural characteristics of this process includes risk, uncertainty, the entrepreneurs' passion for their idea, and their ability to convince others about the importance of their venture via stories. Moreover, numerous learning opportunities mark entrepreneurial trajectories, connected with what academic production values as an educational strategy: trial and error, learning from practice, learning from error, problem solving, and solving challenges (Jones et al, 2012).…”

Section: Typologies Of Organizational Practicesmentioning

confidence: 99%

“…For example, we find research that highlights the role of narratives in stability and change in organizations (Brown, Gabriel & Gherardi, 2009;Frost, Nord & Krefting, 2003;Reissner & Pagan, 2013;Vaara, Sonenshein & Boje, 2016). Research also focuses on the relations of stories to organizational learning (Brown, Gabriel & Gherardi, 2009;Taylor, Fisher & Dufresne, 2002), organizational strategy and culture (Etmanski, 2018;Gabriel, 2004;Gold, Holman & Thorpe, 2002;Hamilton, 2013;Hansen & Kahnweler, 1993;McCarthy, 2008), entrepreneurship (D'Abate & Alpert, 2017;Komulainen, Siivonen, Kasanen & Räty, 2020;Mars, 2021), and leadership (Boje, Rosile, Saylors & Saylors, 2015;Clark & Kayes, 2019;Clifton, 2019;González, Rodríguez & Segovia, 2021;Grisham, 2006;Jones, Sambrook, Henley & Norbury, 2012;Maclean, Harvey & Chia, 2011;Schedlitzki, Jarvis & MacInnes, 2015). Despite their importance, stories resist reduction to a form of resolution for all organizational problems nor should we position the storyteller as the great "hero" (Reissner & Pagan, 2013).…”

Section: Introductionmentioning

confidence: 99%

“…Stories also elicit understanding and analysis of moral and/or social issues (Cohen, 1998). They stimulate reflections about several organizational practices, such as leadership (Schedlitzki, Jarvis & MacInnes, 2015) and entrepreneurship (Jones et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Stories in management education: Relevance, insights, and perspectives

Rocha¹,

Davel

2023

Contextus

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This study aims to integrate and consolidate academic knowledge about stories in management education. This research is based on a systematic review of national and international academic production. The analysis of identified research resulted in three central categories to explain the field: relevance (communication, engagement, creativity, politics, change, moral, and emotion), knowledge (typologies of stories, management practices, and teaching strategies and learning), and perspectives (storytelling and story writing). By elaborating a structured view of stories in management education, the results of this research contribute to structure, to stimulate, and to guide future research.

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Section: Typologies Of Organizational Practicesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Stories in management education: Relevance, insights, and perspectives

Rocha¹,

Davel

2023

Contextus

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An investigation into the role of emotion in leadership development for entrepreneurs

Huxtable-Thomas

Hannon

Thomas

2016

International Journal of Entrepreneurial Behavior &Amp; Research

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The Holy Grail of leadership learning is to stimulate behavioural changes that continue beyond the learning environment into the workplace, ultimately leading to improved productivity and value. This study explores the interface between emotion and leadership learning and provides evidence from research undertaken in Wales (UK) to support further research on the use of emotion in this endeavour. Approach Unique access to a successful programme of guided leadership development for ownermanagers of SMEs in Wales, UK, provided an opportunity to observe emotion being used and experienced by both learners and trainers. Literature reviews were used to inform initial inferences made during participant observations of a sample of the learners (N=91). Focus groups were undertaken with a sample (N= 27) of participants in order to determine the emotional impact and perceived effectiveness of the method by the learners. Findings The data corroborated the authors' observations that emotion plays a role in the leadership practice of the learners and in the learning process. No appropriate conceptual model exists that describes this learning method or its mode of impact upon learning. A gap exists in the academic understanding of this observed social reality and multidisciplinary research is required in order to further characterise and understand it. Practical implications Improvements in leadership have been consistently linked to improvements in firm performance. Bringing new insights that lead to effective learning and constructive behaviour changes in the leaders of SMEs and their employees could have profound positive impacts on entrepreneurial economies. Originality/value This novel perspective on leadership development within the life world of the entrepreneur moves away from the established literature which has traditionally focussed on cognitive or conative constructs, often focussed on the corporate or large organisation leader, and calls for further research into the synthesis of leadership, entrepreneurship and emotion.

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Smith

Kempster

Barnes³

2017

Industry and Higher Education

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This article explores the role of educators in supporting the development of entrepreneurial leadership learning by creating peer learning networks of owner-managers of small businesses. Using actor-network theory, the authors think through the process of constructing and maintaining a peer learning network (conceived of as an actor-network) and frame entrepreneurial leadership learning as a network effect. The article has significance for theory and practice in terms of understanding the dynamics, challenges and opportunities involved in the construction and ongoing maintenance of networks and how to stimulate entrepreneurial leadership learning.

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Higher Education Engagement in Leadership Development

Cited by 4 publications

References 64 publications

Stories in management education: Relevance, insights, and perspectives

Stories in management education: Relevance, insights, and perspectives

An investigation into the role of emotion in leadership development for entrepreneurs

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