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This study examined written narratives of 28 participants' experience in one executive leadership development programme, to shed light on the way they explore and experiment with new working identities in the leadership development identity laboratory. It adopted a mixed-method approach. A series of six programme-related case studies per individual was analysed, written over a period of 15 months. Findings from this study were presented to the group after the end of the programme. As the author was also a participant in the programme, the methodology was qualitative and hermeneutic, with the author using "self as instrument".
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