Skip to main content
Book cover

Exploring Leadership Drivers and Blockers pp 71–87Cite as

Palgrave Macmillan

Uncovering, Understanding, Unleashing, Overcoming: Exploring Drivers and Blockers in Leadership Development Practice

  • 673 Accesses

Abstract

Previous chapters covered our literature review (including relevant examples from our own research work). In this chapter, we relate drivers and blockers in an integrative manner to leadership development practice. We present the “Drivers and Blockers Exploration Tool”, with detailed examples from our field research, to uncover an individual’s drivers and blockers—connected to a defined leadership aspiration, specific development objective(s) and context. Our research suggests that forming a picture of one’s drivers and blockers should enhance self-awareness in leaders, increasing the possibility of their accepting and internalizing both the positive and negative forces involved with personal change. This is based on our review of the literature and our experience of designing and delivering leadership development programs for senior executives around the world.

Keywords

  • Leadership development
  • Self-awareness
  • Conscious and unconscious
  • Drivers
  • Blockers
  • Drivers and blockers
  • Immunity to change
  • Insightfully aware leadership
  • Leadership transformation
  • Individual change
  • Leadership development objectives
  • Coaching approaches and tools

People need to know that they have all the tools within themselves. Self-awareness, which means awareness of their body, awareness of their mental space, awareness of their relationships—not only with each other, but with life and the ecosystem.

Deepak Chopra

This is a preview of subscription content, access via your institution.

Chapter
USD   29.95
Price excludes VAT (USA)
  • DOI: 10.1007/978-981-13-6276-7_8
  • Chapter length: 17 pages
  • Instant PDF download
  • Readable on all devices
  • Own it forever
  • Exclusive offer for individuals only
  • Tax calculation will be finalised during checkout
eBook
USD   44.99
Price excludes VAT (USA)
  • ISBN: 978-981-13-6276-7
  • Instant PDF download
  • Readable on all devices
  • Own it forever
  • Exclusive offer for individuals only
  • Tax calculation will be finalised during checkout
Softcover Book
USD   59.99
Price excludes VAT (USA)
Learn about institutional subscriptions
Fig. 8.1
Fig. 8.2

Notes

  1. 1.

    Insightfully Aware Leadership Development Framework V3.1—Ian C Woodward—September 2017.

References

  • Avolio, B. J., Luthans, F., & Walumba, F. O. (2004). Authentic Leadership: Theory Building for Veritable Sustained Performance (Working Paper Series).

    Google Scholar 

  • Diener, E. (2000). Subjective well-being: the science of happiness and a proposal for a national index. American Psychologist, 55(1), 34–43.

    CrossRef  Google Scholar 

  • Dominé, V. H. (2012). The Illusion of Control in Leadership Development: The Goals and Fears of INSEAD GEMBA Participants. INSEAD.

    Google Scholar 

  • Gardner, W. L., & Avolio, B. J. (1998). The charismatic relationship: A dramaturgical perspective. Academy of Management Review, 23(1), 32–58.

    CrossRef  Google Scholar 

  • Goleman, D. (1996). Emotional intelligence: Why it can matter more than IQ. London, UK: Bloomsbury Publishing.

    Google Scholar 

  • Heifetz, R. A., Linsky, M., & Grashow, A. (2009). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. Boston: Harvard Business Press.

    Google Scholar 

  • Kegan, R., & Lahey, L. (2001a). The real reason people won’t change. Harvard Business Review, 79(10), 85–92.

    Google Scholar 

  • Kegan, R., & Lahey, L. (2009). Immunity to change: How to overcome it and unlock the potential in yourself and in your organization. Boston: Harvard Business Press.

    Google Scholar 

  • Peterson, C. (2000). The future of optimism. American Psychologist, 55(1), 44–55.

    CrossRef  Google Scholar 

  • Petriglieri, G., Wood, J. D., & Petriglieri, J. L. (2011). Up Close and Personal: Developing Foundations for Leader Development through Personalization of Management Learning. Academy of Management Learning and Education, 10(3), 430–450.

    CrossRef  Google Scholar 

  • Seligman, M. E. P. (1998a). Building human strengths: psychology’s forgotten mission. APA Monitor, 29(1), 2.

    Google Scholar 

  • Seligman, M. E. P. (1998b). Positive social science. APA Monitor, 29(4), 5.

    Google Scholar 

  • Snyder, C. R. (2000). Handbook of hope. San Diego, CA: Academic Press.

    Google Scholar 

  • Woodward, I. C., (2017). Insightfully Aware Leadership – From Aspiration to Practice. INSEAD Advanced Management Programme Materials Article, Fontainebleau.

    Google Scholar 

  • Woodward, I. C., & Shaffakat, S. (2016). Understanding values for insightfully aware leadership (No. 2016/05/OBH). INSEAD Research Working Paper, Singapore. Retrieved from https://doi.org/10.2139/ssrn.2471492

Download references

Author information

Authors and Affiliations

  1. Professor of Management Practice, INSEAD, Asia Campus, Singapore

    Ian C. Woodward

  2. Senior Lecturer, Liverpool Business School, Liverpool, UK

    Samah Shaffakat

  3. Adjunct Professor of Leadership, INSEAD, Fontainebleau, France

    Vincent H. Dominé

Authors
  1. Ian C. Woodward
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Samah Shaffakat
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Vincent H. Dominé
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Ian C. Woodward .

Rights and permissions

Reprints and Permissions

Copyright information

© 2019 The Author(s)

About this chapter

Verify currency and authenticity via CrossMark

Cite this chapter

Woodward, I.C., Shaffakat, S., Dominé, V.H. (2019). Uncovering, Understanding, Unleashing, Overcoming: Exploring Drivers and Blockers in Leadership Development Practice. In: Exploring Leadership Drivers and Blockers. Palgrave Macmillan, Singapore. https://doi.org/10.1007/978-981-13-6276-7_8

Download citation