Year: 2019
Type: article
Abstract: The paper examines whether, if leadership is defined by the willingness to tackle wicked issues, and if action learning is employed for leadership development purposes, do the action learning participants on leadership development programmes address such wicked issues? It adopts a version of dialogical sense-making to consider this and describes an attempted literature review which led to a series of questions on academic motivations, puzzles and problems, when exactly a problem is wicked, the possible difference between private and public problems, leader development and leaderful practice. It failed to identify such evidence and it is postulated that this is due to the individual-focused nature of leader development.
Authors: John Edmonstone, Aileen Lawless, Mike Pedler
Institutions: Liverpool John Moores University, University of Reading
Language: English
Domain: Social Sciences
Open Access status: bronze
OpenAlex ID: W2912694763