Developing executive capability — banking and beyond

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dc.contributor.advisor Doyle, Eleanor en
dc.contributor.advisor Fanning, Connell en O'Donovan, Pearse 2016-01-07T16:37:03Z 2016-01-07T16:37:03Z 2015 2015
dc.identifier.citation O'Donovan, P. 2015. Developing executive capability — banking and beyond. DBA Thesis, University College Cork. en
dc.identifier.endpage 216
dc.description.abstract The transition to becoming a leader is perhaps the least understood and most difficult in business. This Portfolio of Exploration examines the development of conscious awareness and meaning complexity as key transformational requirements to operate competently at leadership level and to succeed in a work environment characterised by change and complexity. It recognises that developing executive leadership capability is not just an issue of personality increasing what we know or expertise. It requires development of complexity in terms of how we know ourselves, relate to others, construe leadership and organisation, problem solve in business and understand the world as a whole. The exploration is grounded in the theory of adult mental development as outlined by Robert Kegan (1982, 1994) and in his collaborations with Lisa Laskow Lahey (2001, 2009). The theory points to levels of consciousness which impact on how we make meaning of and experience the world around us and respond to it. Critically it also points to transformational processes which enable us to evolve how we make meaning of our world as a means to close the mismatch between the demands of this world and our ability to cope. The exploration is laid out in three stages. Using Kegan’s (1982, 1994) theory as a framework it begins with a reflection of my career to surface how I made meaning of banking, management and subsequently leadership. In stage two I engage with a range of source thinkers in the areas of leadership, decision making, business, organisation, growth and complexity in a transformational process of developing greater conscious and complex understanding of organisational leadership (also recognising ever increasing complexity in the world). Finally, in stage three, I explore how qualitative changes as a result of this transformational effort have benefitted my professional, leadership and organisational capabilities. en
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.publisher University College Cork en
dc.rights © 2015, Pearse O'Donovan. en
dc.rights.uri en
dc.subject Leadership capability en
dc.subject Development en
dc.subject Meaning making en
dc.subject Robert Kegan en
dc.subject Management en
dc.subject Business en
dc.subject Banking en
dc.subject Organisation en
dc.subject Complexity en
dc.title Developing executive capability — banking and beyond en
dc.type Doctoral thesis en
dc.type.qualificationlevel Practitioner Doctorate en
dc.type.qualificationname DBA (Business Economics) en
dc.internal.availability Full text available en No embargo required en
dc.description.version Accepted Version
dc.description.status Not peer reviewed en Economics en
dc.check.type No Embargo Required
dc.check.reason No embargo required en
dc.check.opt-out Not applicable en
dc.thesis.opt-out false
dc.check.embargoformat Not applicable en
dc.internal.conferring Spring Conferring 2016 en

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© 2015, Pearse O'Donovan. Except where otherwise noted, this item's license is described as © 2015, Pearse O'Donovan.
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