Leadership Development: A Case of a Russian Business School

Abstract

This paper explores the practical technologies of leadership development based on self-involvement mechanisms. In drawing on relevant theoretical literature and previous research projects, the paper identifies the challenges of self renewable leadership development. Further, following a single case study approach, the authors investigate three practical tools implemented in a Russian business school. The self-involvement mechanism for leadership development is based on individual and organizational tension. The organizational design for such creative tension on an individual and organizational level includes voluntary participation in a leadership development program, self-determination of goals, and responsibility for results, transparency and long-term rules. The implications are limited because the conclusions made in this paper are drawn from a single case study of an organization which is located in Russia’s emerging market. Meanwhile the paper provides practical guidelines for leadership development allowing for sustained knowledge creation, retention and innovation. The tools could be applied in other organizations. The paper defines four different stages of leader development: desires, beginners, creators and experienced. Using the case study of a business school, the authors show the benefits and risks of implemented leadership development tools based on individual intrinsic motives.