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dc.contributor.authorPerriton, Lindaen_UK
dc.description.abstractPurpose: Research on women’s leadership development over the past two decades has seen a move away from feminist theory that embeds action at a structural level as the objective of consciousness raising realised during the programme. The purpose of this paper is to examine the implications of the stalling of collective action needed to challenge the continued under-representation of women in leadership roles. Design/Methodology/Approach: The paper is conceptual. Gender reflexivity - as the basis for claims within WLDPs that are based on identity work to enable wider transformation of organisations in respect of structural barriers - is examined and critiqued. Findings: Women’s leadership development is unlikely to be able to used as a vehicle for structural change whilst it remains focused on self-acceptance, self-management, and self-development of the individual participants. Gender reflexivity, as the warrant for change and transformation, is not used in a way that can deliver organisational change. Part of this is the way in which it is mis-applied within HRD and part of this is the continued lack of framing WLDP as a historical practice in support of the current logic of leadership. Originality/value: This paper contributes to the development of a critical approach to women’s leadership development from a feminist theory perspective.en_UK
dc.relationPerriton L (2022) The problematic persistence of gender reflexivity in women's leadership development. Journal of Management Development.
dc.rightsThis item has been embargoed for a period. During the embargo please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study.en_UK
dc.subjectLeadership developmenten_UK
dc.subjectgender reflexivityen_UK
dc.titleThe problematic persistence of gender reflexivity in women's leadership developmenten_UK
dc.typeJournal Articleen_UK
dc.rights.embargoreason[JMD-03-2022-053-R1.pdf] Until this work is published there will be an embargo on the full text of this work.en_UK
dc.citation.jtitleJournal of Management Developmenten_UK
dc.type.statusAM - Accepted Manuscripten_UK
dc.description.notesOutput Status: Forthcomingen_UK
dc.contributor.affiliationManagement, Work and Organisationen_UK
rioxxterms.apcnot requireden_UK
rioxxterms.typeJournal Article/Reviewen_UK
local.rioxx.authorPerriton, Linda|0000-0002-9109-5767en_UK
local.rioxx.projectInternal Project|University of Stirling|
Appears in Collections:Management, Work and Organisation Journal Articles

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