ABSTRACT
Self-development is “personal development, with the person taking primary responsibility for their own learning and for choosing the means to achieve this. Ultimately, it is about increasing one’s capacity and willingness to take control over, and be responsible for, events. It is a continuous process” (Pedler et al., 2007). In an increasingly dynamic world, employee self-development could reflect their recognition of and alignment with the increasing pressure that organizations face to be relevant and profitable in their industries. Organizations need to keep changing, and therefore they need to have people who can keep improving themselves. Pedler’s aforementioned definition presents this as being about the person’s adaptability to the evolving nature of work. This is probably why, according to London and Smither (1999), self-development entails “seeking and using feedback, setting development goals, engaging in developmental activities, and tracking progress on one’s own.” Thus, self-development inspires positive change, and knowing what enhances or constrains it becomes important. This chapter, by unpacking self-development, aims to serve as a resource for educators, organizations, and self-development and change scholars.
