Leadership Development Elective Module
Engaging with system leadership roles
Unit 1: Conceptualising leadership development
Annotated Bibliography
Official documents
None
National College publications
Glatter, R. (2008) Of leadership, management and wisdom: a brief synthesis of selected reports and documents on leadership development. Nottingham: NCSL.
[Accessed 19.05.13]
Excellent summary of current thinking about the process of leadership development, with some critique of NCSL thinking in this area.
Lewis, A. and Murphy, A. (2008) Review of the Landscape:Leadership and Leadership Development. Nottingham: the National College.
[Accessed 19.05.13]
Very useful summary of two research reports focusing respectively on ‘school leadership’ and ‘leadership development’. Provides a good contextual overview of emerging challenges and appropriate responses.
West-Burnham, J. (2003a) Learning to Lead. Nottingham: NCSL.
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Short, readable paper that explores what is involved in leadership development.
West-Burnham, J. (2009) Developing Outstanding Leaders: Professional Life Histories of Outstanding Headteachers. Nottingham: The National College.
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Very interesting research project, applying life history method to the influences that have shaped school leaders.
Research papers
Barge, J. and Fairhurst, G. (2008) Living Leadership: A Systemic Constructionist Approach. Leadership 4, 227.
Theoretical overview of what a social constructionist approach to leadership development might look like in practice.
Branson, C. (2007) Effects of Structured Self-reflection on theDevelopment of Authentic Leadership Practicesamong Queensland Primary School Principals. In Educational Management Administration & Leadership 35, 2, 225–246.
Detailed account of a particular research project to use a model of ‘structured self-reflection’ to promote deeper levels of self-knowledge in school leaders.
Carroll, B., Levy, L. and Richmond, D. (2008) Leadership as Practice: Challenging the Competency Paradigm. Leadership 4, 363.
Well-written rebuttal of the dominance of competencies in models of leadership development. Good critique, and outline of alternative approach, based on researching everyday practices.
Day, A. and Power, K. (2009) Developing leaders for a world of uncertainty, complexity and ambiguity.Ashridge Learning Journal, Winter 2009-10, 55.
[Accessed 19.05.13]
Short article based on contemporary research into the perspectives of leaders in business settings. Advocates an ‘ecological approach’ to analysing the context in which organisations operate.
Gitsham, M. and Peters, K. (2009) Leadership skills for the 21st Century. In The Ashridge Journal, Spring, 1-5.
[Accessed 19.05.13]
Powerful and well-argued article identifying the key areas of knowledge of skill (related to context, complexity and connectedness) demanded of leaders facing contemporary global challenges.
Goffee, R. and Jones, G. (2006)Why Should Anyone Be Led By You? What it takes to be an authentic leader. Boston, Massachusetts: Harvard Business School Press.
Highly readable book on re-thinking authentic leadership. Worth buying; this text disguises a breadth of scholarship through its very accessible style.
Goleman, Goleman, D., Boyatzis, R. and McKee, A. (2002) The New Leaders: Transforming the art of leadership into the science of results. London: Little, Brown. (Also published under the title ‘Primal Leadership’).
Bestselling text, one of a series published over the years that have outlined and expanded the approach to leadership advocated by the Hay Group. Describes in detail the ‘five discoveries’ to become a ‘resonant leader’ (summarised in the module study guide).
Jameson, J. (2008) Leadership: Professional communities of leadership practice in post-compulsory education. The Higher Education Academy: Escalate.
Very useful analysis of the challenges of improving leadership practice in post-compulsory education. The final section takes many of the ideas from a social constructionist approach and summarises leadership development programmes based on communities of practice.
Lash, R. (2002) Top Leadership: Taking the inner journey. London, Ontario: Ivey Business Journal.
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Quirky but entertaining account of the personal journeys that individuals take towards senior leadership positions – extensive use of metaphor to describe personal transformation.
Smith, R. et al (2008) Questioning the notion of ‘authentic’ leadership in education: The perspectives of ‘followers’.Refereed paper presented at the Changing Climates: Education for Sustainable Futures internationalresearch conference of the Australian Association for Research in Education (AARE).
Complex paper that explores some of the unequal power-relations reproduced by constructs of ‘authentic leadership’. Argues that this approach to thinking about leadership is normative in its effects, and advocates a focus on ‘followship’ and a social interactionist view of leading.
Wenger, E. (1998) Communities of Practice. Cambridge: Cambridge University Press.
Seminal text that has influenced much thinking about the nature of knowledge and expertise in organisations.
Websites
The following websites all publish regular research reports and other publications focused on different aspects of leadership.
Ashridge Business School
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Goffee and Jones website
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Deloitte
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PriceWaterhouseCoopers
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Chartered Institute of Personnel and Development (CIPD)
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Institute for Leadership and Management
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