Abstract
PurposeThis research evaluates (1) work situations prompting participants to recall memories of a wilderness-based leadership training program, (2) the content of such memories, and (3) the leadership attitudes and behaviors inspired by those memories.Design/methodology/approachA qualitative content analysis of semi-structured interviews was performed with 36 leaders who had participated in a wilderness leadership transformation program in the past (on average six years before).FindingsThe findings suggest that, at moments with emotional pressure and psychological stress, episodic memories of wilderness experiences have a positive influence on actual leadership style. Memories involved moments of solitude, a deep connection with nature, and peer-to-peer counseling. The interviewees regularly relived their emotion-laden wilderness experiences, acquiring direction and guidance. Simultaneously, episodic memories of nature immersion promoted an enduring transformation of their leadership styles.Research limitations/implicationsThe findings cannot be blindly generalized as referring to all leaders. The leaders in this study are a subset of leaders who are inclined towards personal growth and leadership development. It is challenging to motivate leaders unkeen on changing to achieve better leadership.Practical implicationsThis study indicates that the inclusion of emotional concepts to address the root causes of learning among leaders might be the most promising way to innovate leadership development.Originality/valueThe present study makes a novel contribution to relevant literature by examining leadership transformation through episodic remembrance of leaders' experiences in nature.
Highlights
A survey encompassing 2,500 business and Human Resources leaders in 94 countries suggested that the amplification of leader development was rated as urgent by 86% of respondents (O’Leonard and Krider, 2014)
The findings demonstrated that the training program leads to changes in leadership style lasting at least a year (Van Droffelaar and Jacobs, 2018)
In situations where a deadline had to be fulfilled, one interviewee responded: I automatically think about the trail when more difficult situations arise at work in terms of relationships with my people or when anxiety arises to reach a specific milestone and complaints about unrest and work pressure emerge. (CEO, IT company)
Summary
A survey encompassing 2,500 business and Human Resources leaders in 94 countries suggested that the amplification of leader development was rated as urgent by 86% of respondents (O’Leonard and Krider, 2014). Current leaders operate in a context of globalization, digital disruption, technology mediated environments, accelerating pace of change, uncertainty and changing demands of employees (Bennett and Lemoine, 2014; Deal et al, 2010; Fry, 2015). These contemporary challenges demand more than merely change in leadership competences. Scholars and practitioners suggest a more fundamental shift in mindset (Cooper et al, 2015; Day and Dragoni, 2015; Keller and Schaninger, 2019). How a change in leadership style has been perceived by leaders is central to the present study and is addressed by analyzing the impact of memories of a wilderness-based training program on leadership transformation
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