ABSTRACT
What is leadership, and how can theories about leadership be constructed and applied in the development process? This chapter aims to explore the interplay between leadership development and critical HRD. We begin by contemplating the power we attribute to leaders – especially when they are remote from us. We go on to reflect on the ways in which leadership has been defined, and to discuss some of the theoretical approaches that have been taken to the study of leadership. The next section looks at leadership development in terms of underlying theory and identifies how certain assumptions tend to lead to particular development practices. Finally, the chapter gives examples of critical perspectives on leadership development and notes some implications and learning points.
