The purpose of this paper is to formulate a leadership development praxis by integrating the theories of human agency and goal setting within an experiential framework.
Definitional and conceptual distinctions are made between leader and leadership development: this conceptual clarity allows for the development and explication of three interrelated propositions.
The analysis suggests that although each proposition focuses on a different phenomenon, level of analysis, and level of abstraction, these phenomena are connected, consistent with one another, and consistent with the conceptualization of leadership development provided herein; that is, leadership development is an active, intentional forward‐looking process that seeks to enhance the collective capacity of organizational members and the organization through human‐centered, goal‐inspired relationships.
The present research has direct implications for leadership development education, communicating organizational goals, and virtual teams.
This paper provides a leadership development praxis by showing how the broad, abstract concepts of human agency are mirrored in the action oriented constructs of goal setting and concretized within an experiential framework.
