Leadership Development as Identity Change: An Analysis of the Impact of a Deliberate Leadership Development Program test
Abstract
According to Ibarra, et al (2010) leadership development requires re-creation of identify. For this article we examined a leadership development program, searching for evidence that identity change had occurred. Specifically, we collected data at a military academy where leadership development was the focal point of the institution's mission. Using leadership behaviors and skills suggested by Yuki (2008) we were able to show how the perceived importance of these skills changed as students progressed through the program. We also found that the perceived importance of certain leadership skills depended on a student's "change readiness". Finally, we searched for evidence that women value relationship-oriented leadership skills more highly than men.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jul 09, 2014
- Accession Number
- AD1015285
Entities
People
- David A. Levy
- James E. Parco
- Kevin Davis
Organizations
- United States Air Force Academy