An OD approach to leadership development: questions and consequences

Abstract

Purpose The purpose of this paper is to explore the application of ideas and practice from Organisation Development to the creation of a leadership development programme, based in a UK Business School. When leadership development is constructed as a personal and relational endeavour, rather than using competences to create identikit heroes, faculty need to draw less on the espoused certainties of “expert” power and adapt their teaching style and language. Design/methodology/approach This case study of an ongoing Masters programme in health leadership, draws on external evaluation data and action research. Findings The paper’s prime contribution is as a conceptual stimulus to rethink leadership development programmes based on OD. Practical implications The practical implications could be far reaching if business schools want to offer an alternative to perpetuating heroic, individualist models of leadership. Social implications As leaders take charge of their own learning, as much as their leading, faculty become powerful participants and draw on OD skills rather than those of expert knowledge. Originality/value The paper thus offers a practical example with evaluation of how leadership development can be redesigned congruent with seeing leadership as a socially constructed, relational, dynamic and context specific.