Nurturing leader, not an effective manager
DOI:
https://doi.org/10.19251/sej/2021.14.1(6)Keywords:
leadership development, leadership education, leader vs. manager, leadership development program, qualitative researchAbstract
This study aims to analyze the expectations placed on leaders nurtured during leadership development programs (LDPs) participation from the perspective of LDP managers in large companies. The research question is as follows: what does a participant in the socio-economic environment expect from a contemporary leader? The core part of the study was to conduct 26 individual in-depth interviews. The analysis of the data was based on grounded theory procedures. The data indicate that for most LDPs managers, those responsible for planning, curriculum development and/or approval, but also LDPs control, the roles of leader and manager are often used interchangeably. Awareness of the differences between managing and leading is limited, regardless of the sex, age of the interviewees, and industry in which the entity operates. The results of this study broaden the knowledge about the perception of leaders and the scope of education of leadership adepts. The expectations placed upon them relate to areas of competence, role, and function, but also refer to the results observable in the social, cultural, and economic environment. However, it seems necessary to understand the differences between a leader and a manager to nurture authentic leaders, not only effective managers.
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