The Hidden Practice of Leadership Development: a Grounded Theory

Abstract

This thesis develops a grounded theory that explains leadership development in a New Zealand police organisation from a followership perspective. The grounded theory the hidden practice of leadership development, explains the practice of leadership development as a complex social process hidden from the day-to-day sense-making of staff. The theory advances an explanation of why the leadership development process is currently hidden from the sense-making of staff, and discusses how staff could make better sense of the process. The hidden process, 'social networks of leadership development practice', links individuals' responses to the learning challenges of becoming a leader with the judgements staff make about whether or not to become their followers. The process is value neutral, as it develops leaders who, with their followers, can act for the organisation's betterment or detriment. The thesis argues that day-to-day exposure to the learning challenges of leadership, experienced in the social network, is essential to gaining and retaining a following. In contrast, the research challenges the degree to which current leadership development programmes help individuals develop a following. The grounded theory was generated, using grounded theory method, from data collected over two years from more than 80 staff. The theory is substantive to the Wanganui Police.