Evaluating shifting perceptions and configurations of social capital in leadership development

Gilani, Parisa, Boldaen, Richard and Pye, Annie ORCID: https://orcid.org/0000-0001-5392-2533 2023. Evaluating shifting perceptions and configurations of social capital in leadership development. Leadership 19 (1) , pp. 63-84. 10.1177/17427150221133888

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Abstract

Whilst Day's (2000) description of leadership development as an investment in social capital has been widely cited, there has been little subsequent empirical or theoretical work to explore and articulate the nature and purpose of this ‘social capital’ or how it changes over time. This paper revisits this issue by presenting findings from a qualitative in-depth longitudinal evaluation of a corporate leadership development programme. The study explored the multi-faceted and shifting nature of social capital during and after the programme, with particular attention given to how different aspects of social capital were perceived and engaged with by key stakeholders over time. Findings reveal differing perspectives on the nature and purpose of social capital and illustrate the impact of changing organizational contexts on programme aims and outcomes and how these are evaluated. The paper concludes by outlining implications for the evaluation of leadership development, advocating the value of a pluralistic approach that incorporates criticality alongside the logics of accountability, development and knowledge that characterise most current approaches to evaluation Kennedy, Carroll and Francoeur (2013).

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Publisher:	SAGE Publications
ISSN:	1742-7150
Date of First Compliant Deposit:	15 December 2022
Date of Acceptance:	28 October 2022
Last Modified:	03 May 2023 09:29
URI:	https://orca.cardiff.ac.uk/id/eprint/154792

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