来自乡村的声音领导力学习中人格发展的多声音关系视角

IF 2.8 3区 管理学 Q2 MANAGEMENT
Gareth Edwards, Elena P Antonacopoulou, Chrysavgi Sklaveniti, Christian Moldjord, Christina Stokkeland, Beverley Hawkins
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引用次数: 0

摘要

本文是在以往研究领导力学习中的品格培养的基础上撰写的。我们以 "身处村庄 "来比喻性格的培养。我们通过对挪威一所军事院校(村庄)领导力学习的独特访问来实现这一目标。在分析数据时,我们采用了巴赫金式的视角,从而发现了在性格维度内和性格维度间存在的多种相互竞争的声音。我们展示了性格维度是如何从不同的视角在情境中进行叙事建构的,从而为学习和发展方面的文献做出了贡献。因此,在发展性格和/或领导力的任何尝试中,都必须从关系的角度来考虑它们。我们表明,性格的培养并不依赖于明确的性格框架,而可能是社区(村庄)中社会动态的作用。我们还揭示了在特定背景下构成性格的一些相互关联、相互交织和相互竞争的声音,指出了这些性格维度在任何背景或环境中 "生活"、"排练 "和 "重新排练 "的方式。接下来,我们将为进一步的研究和实践提出建议。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Voices from the village: A multi-voiced relational perspective of character development in leadership learning
This article builds on previous work that has investigated character development within leadership learning. We take up the analogy of developing character through ‘being in a village’. We do so by gaining unique access to leadership learning within a Norwegian military academy (the village). We take a Bakhtinian perspective in analysing the data, and by doing so, we uncover multiple and competing voices that situate themselves within and across character dimensions. We contribute to the learning and development literature by showing how character dimensions are narratively constructed from differing perspectives within context. Hence, they must be considered in relational terms in any attempt to develop character and/or leadership. We show that character development is not dependent on explicit character frameworks but perhaps the role of the social dynamics in a community (village). We also uncover some of the interrelated, intertwined and competing voices that make up character in this given context which points to the way these character dimensions are ‘lived’, ‘rehearsed’ and ‘re-rehearsed’ in any context or setting. We go on to make recommendations for further research and practice.
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来源期刊
Management Learning
Management Learning MANAGEMENT-
CiteScore
6.10
自引率
29.20%
发文量
42
期刊介绍: The nature of management learning - the nature of individual and organizational learning, and the relationships between them; "learning" organizations; learning from the past and for the future; the changing nature of management, of organizations, and of learning The process of learning - learning methods and techniques; processes of thinking; experience and learning; perception and reasoning; agendas of management learning Learning and outcomes - the nature of managerial knowledge, thinking, learning and action; ethics values and skills; expertise; competence; personal and organizational change
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