Abstract
The purpose of this study is to examine the role of developmental networks in a managerial career. We argue that the 21st-century managerial career is constructed in interaction with developmental networks. The people around one and the prevailing situation can either promote or restrict a person’s career. We search for answers to the questions of (1) what kinds of developmental networks exist and (2) how developmental networks affect managerial careers. We interviewed 16 managers, both male and female, in semistructured thematic interviews. We discovered six core narratives of developmental networks: enticers, recognizers, supporters, challengers, blockers, and demotivators. Our results highlight the importance of support and developmental networks in managerial careers.
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