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Leadership development during midlife: a turning point in career advancement

Author: Ibarra, Herminia ; Guillen Ramo, LauraINSEAD Area: Organisational Behaviour Series: Working Paper ; 2008/36/OB Publisher: Fontainebleau : INSEAD, 2008.Language: EnglishDescription: 37 p.Type of document: INSEAD Working PaperAbstract: Middle managers are usually forgotten in the leadership development efforts of organizations. Even if they makeup more than half of the workforce, they are the collective group that receive the least training attention among the entire workforce. The main objective of this paper is to increase the understanding of the progression of intermediate managers in organizations from a leadership development perspective. Two issues are discussed: what changes delineate the transition from middle managers to middle leaders, and what are the needs of middle management in terms of leadership development. The paper proposes a constellation of practices that are in sync with the realities of adult and career development, based on some of the most recent literature advances concerning the notions of identity-based models and situated learning practices. The implications of this proposal for research on leadership development interventions are drawn.
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INSEAD Working Paper Asia Campus
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Print Available BC008327
INSEAD Working Paper Europe Campus
Archives
Print Available BC008326
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Middle managers are usually forgotten in the leadership development efforts of organizations. Even if they makeup more than half of the workforce, they are the collective group that receive the least training attention among the entire workforce. The main objective of this paper is to increase the understanding of the progression of intermediate managers in organizations from a leadership development perspective. Two issues are discussed: what changes delineate the transition from middle managers to middle leaders, and what are the needs of middle management in terms of leadership development. The paper proposes a constellation of practices that are in sync with the realities of adult and career development, based on some of the most recent literature advances concerning the notions of identity-based models and situated learning practices. The implications of this proposal for research on leadership development interventions are drawn.

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