Leadership theory

Emergent and collective leadership development

The findings of our review are very similar to those of another recent review of leadership and leadership development literature for the Learning and Skills Research Centre (Rodgers et al., 2003). The authors developed a useful model for the consideration of both leadership and leadership development along two dimensions.

Prescribed

Individual Collective

(Source: Rodgers et al., 2003)

The model proposes that leadership development initiatives differ in the degree to which they focus on individual or collective processes and prescriptive or emergent models and approaches. It is proposed that the vast majority (80%) of leadership initiatives lie within cell (1) of the grid, with about 15% in cell (2) and the remaining 5% on the collective side.

The authors also argue that there is an almost exclusive emphasis on the leadership inputs (competencies etc.) and outputs (standards etc.) with little attention being paid to the processes in between and they challenge us to consider a more “relational” notion of leadership.

Such an emergent and collective view of leadership is reflected in some of the programmes discussed in Section 6. In the Lead2Lead and Leadership Game approaches, for example, far greater attention is paid to the processes than the specific inputs or outputs. To this extent, the process is conceived as one which is likely to generate leadership insights, understanding and awareness but the exact inputs will be different in every case and the outputs will emerge from the process rather than being predefined.

Indeed, there is also an extent to which emergent and collective methodologies are used within programmes closely associated with a competencies/qualities framework. For example, the study tours and exchanges on the NHS Chief Executives programme assume that relevant knowledge and understanding will somehow arise from these experiences. Furthermore, in a review of the Experienced Chief Executives Development Programme (Blackler and Kennedy, 2003), the programme designers report how they used Activity Theory (Engestrom, 1987) as a basis for programme conception. The programme was “designed to help participants step back from day-today pressures, reflect on the activities in which they were engaged and their inherent dilemmas, and explore new options”.

The National College for School Leadership is likewise looking for means to develop a more collective form of leadership within schools. It is moving away from the relatively individualistic approach of the Hay McBer framework to a more fluid Leadership Development Framework that specifies a strategy for developing school leaders at all levels.

5.