Executive development
Assuaging uncertainties through joining a
leadership academy

Iles, PA; Preece, D; Chuai, Xin

Abstract

Purpose – The purpose of this paper is to review some uncertainties experienced by a group of CEs,
and how they are assuaged through their participation in an executive development (ED) programme.
These uncertainties relate both to their involvement in the programme as such, particularly during
their early days of membership, and to their everyday work experience.
Design/methodology/approach – An in-depth, longitudinal case study of an ED programme
undertaken by the authors, using participant observation, semi-structured interviews and
documentary analysis.
Findings – Five main CE uncertainties are identified: knowledge, job/career, behavioural, personal,
and contextual. The case study section of the paper outlines each of these uncertainties, and illustrates
how they are being assuaged through the CE programme.
Research limitations/implications – The usual caveats apply about generalising from a case
study. On the other hand, the paper presents a rare detailed “insider” account of and reflection upon
chief executives’ experience of an ED programme, situating it in the wider contexts of their work and
anxieties.
Practical implications – In the light of the uncertainties identified, a number of implications for the
design and operation of executive development programmes are outlined and discussed.
Originality/value – New data is presented and analysed, linked to relevant themes in the
ED/Leadership Development literatures.

Citation

leadership academy. Personnel Review, 38(3), 286-306. https://doi.org/10.1108/00483480910943340

• Journal Article Type: Article
• Publication Date: Jan 1, 2009
• Deposit Date: Oct 5, 2011
• Journal: Personnel Review
• Print ISSN: 0048-3486
• Publisher: Emerald
• Peer Reviewed: Peer Reviewed
• Volume: 38
• Issue: 3
• Pages: 286-306
• DOI: https://doi.org/10.1108/00483480910943340
• Publisher URL: http://dx.doi.org/10.1108/00483480910943340