Creating leaders or loyalists? conflicting identities in a leadership development programme

Lila L. Carden, Jamie L. Callahan*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

34 Citations (Scopus)


Emerging leaders are involved in a continual learning process that includes professional and personal identities that intersect and diverge. The identities are coupled with multiple roles and expectations that are embedded within work and non-work identities. This paper examines the impact of leadership development programmes on emerging leaders including the expectations and job demands that are integral to leadership work. More specifically, the paper examines the discourse between work and non-work identities and the strategies of leaders and organizations to strengthen or modify those identities. Monthly Activity Reports prepared by leadership participants were examined and used to support the findings. Additionally, environmental factors that shape the leaders' thoughts and behaviours were examined as the leaders struggled to maintain their core beliefs and work practices in a quest to become leaders or loyalists.

Original languageEnglish
Pages (from-to)169-186
Number of pages18
JournalHuman Resource Development International
Issue number2
Early online date8 Jun 2007
Publication statusPublished - 2007
Externally publishedYes


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