Good Intentions Gone Awry: Investigating a Strategically Oriented MLD Program

Magnus Larsson, Melissa Carsten, Morten Knudsen

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

Research limitations/implications – The results paint a complex picture of the nuances of social identification as an outcome of MLDPs, and problematize the notion of cascading effects on subordinates within the organization. Researchers are encouraged to further examine organizational attitudes and perceptions as outcomes of MLDPs. Practical implications – Suggestions are offered regarding how practitioners can manage strategically oriented MLDPs in order to avoid identity confusion and promote strategic action. Originality/value – Strategically oriented MLDPs are increasingly popular in organizations. This study is one of the first to evaluate the theoretical mechanisms through which these programs may affect managers and problematize these effects for complex organizations
Original languageEnglish
JournalJournal of Management Development
Volume39
Issue number3
Pages (from-to)334-354
Number of pages21
ISSN0262-1711
DOIs
Publication statusPublished - 2020

Keywords

  • Strategic orientation
  • Leadership development
  • Organizational identification
  • Organizational commitment
  • Cascading effects

Cite this