Making the case for a developmental perspective

Abstract

This paper introduces the concept of action logics as increasingly complex and flexible systems of meaning‐making to the management field. It adds the developmental perspective (vertical transformation) to the training and development concept of growth as lateral expansion. It outlines the major shift from viewing people mostly as different types to also considering differences in the differentiation and integration of their meaning‐making capacity. First, there is a brief overview of the developmental approach, and the assumptions shared in the field of adult development research. Next the spiral Leadership Development Framework and its measuring instrument are described, and the reader is walked through two examples of what it means to interpret the world from different actions logics. Finally, the benefits of a developmental perspective are outlined. It predicts that postconventional leaders can more flexibly and successfully tailor their interactions to the differing needs of those they work with to create greater capacity throughout the system.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 279 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.