Abstract
The study of leadership must include the question “how are leaders made?”. Researchers agree that to develop as a leader requires three dimensions: Knowing, Doing, and Being. Together, these three dimensions enable a leader to bring the self and their abilities into the group interactions and organizational success. Therefore, all three need to be acknowledged for the role they play individually in leader development. The common theme in this research is that leaders are made or developed over a period of time. However, there is a divide in how much weight is given to each dimension: knowing, doing, or being a leader. Knowing includes the various aspects of intelligence and reflection in being aware of one’s surroundings and social interactions. Doing includes the ability to problem solve, manage conflict, and utilize adaptive skills. Being highlights the development of self-concept, identity, and an individual’s transformational abilities. Knowing and Doing are about a process where the leader’s actions are amid their leading phase and Being is about identity development and one’s self-concept and self-mastery. This paper argues that although all three dimensions of leader development; Being is the most critical dimension of leader development. The author reviews five research articles and, through discussion, shows that the Being dimension is the first and most important to develop as a leader. The author concludes with a call for future leadership development research on self-mastery and investment in creating the self-concept of leader development.
Author Information
Rajani Lata, Seattle University, United States
Paper Information
Conference: IICE2022
Stream: Educational Research
This paper is part of the IICE2022 Conference Proceedings (View)
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To cite this article:
Lata R. (2022) The Development of Leaders: Being, Knowing, and Doing – Leading Through Self Mastery ISSN: 2189-1036 – The IAFOR International Conference on Education – Hawaii 2022 Official Conference Proceedings https://doi.org/10.22492/issn.2189-1036.2022.14
To link to this article: https://doi.org/10.22492/issn.2189-1036.2022.14
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