From Human Relations
Critically orientated leadership development scholarship has recently broached the impact of power dynamics in leadership development interventions. This article seeks to complement the emergent focus on power by exploring its dialectical relation: resistance. It takes recent research on resistance as its starting point to explore the interdependencies of power, resistance and struggle in a leadership development environment.
That leadership development is a contested terrain, like any organizational terrain, can scarcely be considered a new idea, yet research into the intricacies of resistance in this context is very much in its infancy. This article takes recent critical scholarship on resistance as its starting point to explore the interdependencies of power, resistance and struggle in a leadership development environment. Drawing on extensive online interactions collected from an 18-month, cross-sector programme with emergent leaders, this article asks whether the different stakeholders in leadership development could benefit from a more open exploration of power and resistance. Such dynamics offer new insights into the relationship between participants and facilitators and raise a series of alternative questions, challenges and strategies for leadership development.
Brigid Carroll and Helen Nicholson
Resistance and struggle in leadership development Human Relations 0018726714521644, first published on April 22, 2014 doi:10.1177/0018726714521644