Although leadership development is widely acknowledged as important, our understanding of it is largely implicit. This has made programs that seek to promote it difficult to design and implement, and challenging to evaluate effectively.
In this paper we will present an explicit model of how leadership development can be promoted using programs. We are speaking here primarily to people who are responsible for leadership development in organizations or who design or evaluate programs. The model, however, should also be of interest to researchers who are studying leadership and to practicing leaders who are seeking to understand their own development.
Perspective and Focus
Because the model we present here is the product of a distinct ...