An Integrative Approach to Leader Development: Connecting Adult Development, Identity, and Expertise

By D. Day, Michelle Harrison, S. Halpin. 2008

443 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/6e7b8ad9c1d1a7b5cc6797bd18e69655b67fc1c7

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Citations in the corpus

Leadership: Past, Present, and Future (2012, background): “Another recent example of a hybrid-integrative framework is the integrative approach to leader development proposed by Day et al. (2009) that seeks to connect the relatively disparate fields of expertise and expert performance, identity and self-regulation, and adult development.”
Leadership development: The current state and future expectations. (2008, background): “For example, Day, Harrison, and Halpin (2008) state that “lthough there is no shortage of leadership theories or developmental practices for leaders, what is missing is any form of a comprehensive theory of leader development, (p.”
Identity undoing and power relations in leadership development (2013, background): “Some research, however, plays on the edges of undoing, for example, by examining loss and letting go (Bolden and Kirk, 2005; Day et al., 2009; Van Velsor and Drath, 2004), disembedding (Ibarra et al., 2010), and regulation, anxiety and insecurity in leadership development (Cunliffe, 2009; Ford and…”
Who will Lead and Who will Follow? a Social Process of Leadership Identity Construction in Organizations (2010, background): “If identities are inherently social (Mead, 1934) and both leader and follower identities are available to anyone (Day et al., 2009; Kempster, 2006; Van Vugt, 2006), then the process by which certain people become socially constructed as leaders, and other people as followers, becomes particularly im”
Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool (2014, unknown): “In line with Day, Harrison, and Halpin (2009), we believe that to accelerate effective leadership development, organizations could focus more on the interior processes and less on the exterior and observable competencies as primary outcomes of their leadership development programs.”
Taking Gender into Account: Theory and Design for Women's Leadership Development Programs (2011, background): “…side, failing to receive validation for one’s leadership attempts diminishes self-confidence as well as the motivation to seek developmental opportunities, experiment, and take on new leadership roles (Day et al., 2009), thus weakening one’s self-identity as a leader (DeRue & Ashford, 2010b).”
LEARNING AGILITY: A CONSTRUCT WHOSE TIME HAS COME (2010, background): “According to Day and Lance (2004), leadership development essentially is the development of leadership complexity.”