An Integrative Approach to Leader Development: Connecting Adult Development, Identity, and Expertise

by David V. Day, Michelle M. Harrison, Stanley M. Halpin

This book is a beginning, a first step, in taking leader development in organizations beyond conventional wisdom toward a scientifically sound research-based set of principles and practices. The authors looked beyond their own academic disciplines to bring to bear accumulated wisdom from researchers who have developed well-established and accepted theoretical perspectives on adult development processes in general, then wove in the ideas that have emerged in more targeted research on adult education, development of cognitive skills, identity development, self-regulation, moral and ethical development, and related topics. The authors present an integrative theory that provides a coherent framework for describing an understanding how leader development takes place.

Genres: Leadership

352 pages, Hardcover

First published August 1, 2008

Reviews

[Dr. Chad Newton, PhD-HRD · Rating 5 out of 5]

This classic book is highly scholarly and very thorough about the methods of analysis and models of leadership theory. The three authors described a model of leadership called "integrative theory of leader development" (Day, Harrison, & Halpin, 2009, p. 255). One of the first premises is that leader development does not occur without identity development being processed. Another premise is that five variables have primary influence on leader development processes: (a) self-regulation ability, (b) learning goal orientation, (c) self-efficacy, (d) implementation intentions, and (e) self-awareness (Day, Harrison, & Halpin, 2009, p. 247). The study included six theoretical propositions and five testable hypotheses. In total, these scholars created "13 propositions and 88 hypotheses" in order to "offer a comprehensive research plan for testing the major areas of the proposed integrative theory" (p. 255). The use of Knowles's andragogy model, Bandura's self-efficacy theory, Erikson's theory of lifespan stages, Tajfel's theory of social identity, Kohlberg's theory of moral development, Kolb's theory of experiential learning, and the SOC model. The concept of integrative spirals also influenced the literature reviews.

[Jeff · Rating 3 out of 5]

David Day and colleagues embark on the development of a theory of leader development in this text. They make a compelling case as to the need for a theory. Further, they go on to do a thorough job of linking leader development with adult learning theory.

Perhaps most interesting is the distinction made between leader development and leader-SHIP development. According to Day, et al., leader development focuses on the development of human capital while leadership development builds social capital in an organization. This concept is compelling, somewhat provocative, and entirely under-developed in this text. In reading other scholarly articles by Day (from as far back as 2001), he has been toying with this concept and it is somewhat disappointing to see that An Integrative Approach to Leader Development does not serve as a summary/hypothesis to his thoughts on leadership development as studied through more than a decade of research. This comment is not meant to suggest that the leadership development topic should supplant the leader development work in this text; however, an additional section of the book (perhaps prior to laying out Day's theory of leader development) would have been a substantial addition from both a content and an enjoyment perspective.

This text was required reading for a doctoral-level course on leader development. For that, it served its purpose well and was a meaningful addition to the course curriculum. Day, Harrison, and Halpin succeeded in effectively communicating their ideas and did not lose themselves in scholarly verbosity as is so often the case in research-based texts. Day, et al.'s use of the US Army as a sort of practical example also proved helpful, though questions as to how these concepts could be expeditiously applied in private sector business settings could be raised.

In conclusion, this text is a solid entry to the leader development literature and provides a helpful basis for students of leadership (in general) and leader development (in particular).