By focusing on the exploration of drivers and blockers related to leadership development, our book adds to a growing body of literature that brings the intrapersonal domain to the center stage in developing leaders, grounded on self-awareness. It encapsulates and synthesizes the relevant academic literature; exposes our research in the arena including field research examples and provides leadership development scholars and practitioners with concrete approaches and a tool to actualize the exploration of drivers and blockers. This chapter offers a brief summary of the main contributions to knowledge and discusses the implications for future research and limitations. It also includes an afterword reflection through poetry on drivers and blockers.
- Leadership development
- Conscious and unconscious
- Drivers and blockers
- Immunity to change
- Insightfully aware leadership
- Leadership transformation
- Individual change
- Leadership development objectives
- Coaching approaches and tools
Everything that irritates us about others can lead us to an understanding of ourselves.
Carl Gustav Jung
This is a preview of subscription content, access via your institution.
Atwater, L., Wang, M., Smither, J. W., & Fleenor, J. W. (2009). Are cultural characteristics associated with the relationship between self and others’ ratings of leadership? Journal of Applied Psychology, 94(4), 876.
Bachkirova, T. (2011). Developmental coaching: Working with the self. Maidenhead, UK: Open University Press.
Bagozzi, R. P., Verbeke, W., & Gavino, J. C. (2003). Culture moderates the self- regulation of shame and its effects on performance: The case of salespersons in the Netherlands and the Philippines. Journal of Applied Psychology, 88(2), 219–233.
Barsade, S. G., Ramarajan, L., & Westen, D. (2009). Implicit affect in organizations. Research in Organizational Behavior, 29, 135–162.
Boyatzis, R. E. (2006). An overview of intentional change from a complexity perspective. Journal of Management Development, 25(7), 607–623.
Boyatzis, R. E., Stubbs, E. C., & Taylor, S. N. (2002). Learning cognitive and emotional intelligence competencies through graduate management education. Academy of Management Learning and Education, 1(2), 150–162.
Day, D. V. (2001). Leadership development: A review in context. The Leadership Quarterly, 11(4), 581–613.
Hoover, J. D., Giambatista, R. C., Sorenson, R. L., & Bommer, W. C. (2010). Assessing the effectiveness of whole person learning pedagogy in skill acquisition. Academy of Management Learning & Education, 9(2), 192–203.
Iida, M., Shrout, P. E., Laurenceau, J. P., & Bolger, N. (2012). Using diary methods in psychological research. In H. Cooper, P. M. Camic, D. L. Long, A. T. Panter, D. Rindskopf, & K. J. Sher (Eds.), APA handbook of research methods in psychology, Vol. 1: Foundations, planning, measures, and psychometrics (pp. 277–305). Washington DC, US: American Psychological Association.
Kegan, R., & Lahey, L. (2001a). The real reason people won’t change. Harvard Business Review, 79(10), 85–92.
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.
Kets de Vries, M., & Korotov, K. (2007). Creating transformational executive education programs. Academy of Management Learning and Education, 6(3), 375–387.
Lofland, J., & Lofland, L. H. (2006). Analyzing social settings. Belmont, CA: Wadsworth Publishing Company.
Mayo, M., Kakarika, M., Pastor, J. C., & Brutus, S. (2012). Aligning or Inflating Your Leadership Self-Image? A Longitudinal Study of Responses to Peer Feedback in MBA Teams. Academy of Management Learning & Education, 11(4), 631–652.
Mondillon, L., Niedenthal, P. M., Brauer, M., Rohmann, A., Dalle, N., & Uchida, Y. (2005). Beliefs about power and its relation to emotional experience: A comparison of Japan, France, Germany and the United States. Personality and Social Psychology Bulletin, 31(8), 1122–1132.
Mumford, M. D., Helton, W. B., Decker, B. P., Connelly, S., & Van Doorn, J. R. (2003). Values and beliefs related to ethical decisions. Teaching Business Ethics, 7, 139–170.
Oreg, S., Bayast, M., Vakola, M., Arciniega, L., Armenakis, A. Barkauskiene, R., & et al. (2008). Dispositional resistance to change: Measurement equivalence and the link to personal values across 17 nations. Journal of Applied Psychology, 93(4), 935–944.
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.
Schwenk, C. H. (1986). Information, cognitive biases, and commitment to a course of action. Academy of Management Review, 11(2), 298–310.
Shamir, B., & Eilam, G. (2005). “What’s your story?” A life-stories approach to authentic leadership development. Leadership Quarterly, 16(3), 395–417.
Stets, J. E., & Burke, P. J. (2000). Identity theory and social identity theory, Social Psychology Quarterly, 63(3), 224–237.
Wood, J. D., & Petriglieri, G. (2005). Fundamental for a world class leadership programme. In P. Strebel & T. Keys (Eds.), Mastering executive education: How to combine content with context and emotion (pp. 364–380). London, UK: Financial Times-Prentice Hall.
Rights and permissions
© 2019 The Author(s)
About this chapter
Cite this chapter
Woodward, I.C., Shaffakat, S., Dominé, V.H. (2019). Conclusion and Opportunities for Further Research and Application. In: Exploring Leadership Drivers and Blockers. Palgrave Macmillan, Singapore. https://doi.org/10.1007/978-981-13-6276-7_9
Publisher Name: Palgrave Macmillan, Singapore
Print ISBN: 978-981-13-6275-0
Online ISBN: 978-981-13-6276-7
eBook Packages: Business and ManagementBusiness and Management (R0)