Games managers play: Play as a form of leadership development

Research output: Contribution to journalReview articlepeer-review

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Abstract

In recent years, organizations have expended considerable effort and resources to develop and improve managers' leadership skills through various forms of play. I explore the role of play in leadership development processes. Drawing on theories of leader and leadership development and theories of play, I develop a conceptual framework, suggesting that play can contribute to different components of leader and leadership development processes (i.e., leadership identity, cognitive abilities, and behavioral skills). Furthermore, the role of creating safe play spaces in leadership development processes is highlighted. The discussion examines the implications and applications of play for leadership development processes, points to the dangers of misuse of play, and outlines directions for further empirical research.

Original languageEnglish
Pages (from-to)507-527
Number of pages21
JournalAcademy of Management Learning and Education
Volume10
Issue number3
DOIs
StatePublished - 1 Sep 2011

Funding

FundersFunder number
Eunice Kennedy Shriver National Institute of Child Health and Human DevelopmentR21HD080585
Horizon 2020 Framework Programme322817, 772426
Medical Research CouncilG1100312
Biotechnology and Biological Sciences Research CouncilBB/M021394/1, BB/N006402/1, BB/M020630/1

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