Leader self-development as organizational strategy

Leader self-development enables leaders to adapt to the continually changing environment both within and outside of the organization. The purpose of this paper is to describe the construct of leader self-development and the processes by which it can serve as an organizational leadership development strategy. We framed the paper around a multi-level model of leader self-development linking organizational level constructs such as human resources practices and resources with group level phenomena of norms, supervisor style, and social networks with the individual leader self-development process. Leader self-development is a cost-effective way for organizations to develop leaders resulting in competitive edge.