Becoming a leader: A co-produced autoethnographic exploration of situated learning of leadership practice
Management LearningPublished 12 January 2010
Steve Kempster, James Stewart
Citations150
SJR quartileQ1
SJR score1.67
SNIP1.70
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Abstract
The article examines the development of situated leadership practice through an autoethnographic study of the first three months of being in the role of a chief operating officer. The argument for using an autoethnographic approach is in response to the dearth of in-depth research on the development of leadership practice from a relational, social and situated perspective. The article makes a contribution to management learning by exploring aspects of situated curriculum within a manager’s legitimate participation influencing the development of situated leadership practice.
Keywords
PsychologyBusiness, Management and Accounting
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