Observing the invisible Examining the role of observational learning in the development of leadership practice

摘要

Purpose - The purpose of this paper is to explore the invisible role of observational learning in therndevelopment of leadership practice. A model of observational learning and leadership practice isrnsuggested to help guide theorizing and design intervention.rnDesign/methodology/approach - The approach takes the form of empirical qualitative researchrnthat utilizes a time-line interview technique with 34 managers to enable in-depth data to be revealed ofrnobservational leadership learning. Data analysis is through a phenomenological grounded theoryrnapproach.rnFindings - The paper illustrates that observational learning from "notable people" is a prominentrninfluence of these managers' conceptions of leadership. Such observational learning differed betweenrnmen and women and between employed and self-employed contexts.rnResearch limitations/implications - The variety, availability and diversity of people to observernand engage with are argued here to have significant implications for the development of leadershiprnpractice.rnPractical implications -The conclusions suggest that interventions into the leadershiprndevelopment of men and women, and between the employed and self-employed need to be differentrnand such interventions need to be responsive to established structural practices.rnOriginality/value - The paper responds to a call for contextualized, in-depth qualitative researchrninto leadership development, making prominent the significance of observational learning tornleadership practice and how such observational learning varies between men and women, and betweenrnthe employed and the self-employed. It also provides a model of observational learning and leadershiprnpractice to guide understanding of informal leadership development.