Developing executive capability — banking and beyond

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dc.contributor.advisorDoyle, Eleanoren
dc.contributor.advisorFanning, Connellen
dc.contributor.authorO'Donovan, Pearse
dc.date.accessioned2016-01-07T16:37:03Z
dc.date.available2016-01-07T16:37:03Z
dc.date.issued2015
dc.date.submitted2015
dc.description.abstractThe 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.description.statusNot peer revieweden
dc.description.versionAccepted Version
dc.format.mimetypeapplication/pdfen
dc.identifier.citationO'Donovan, P. 2015. Developing executive capability — banking and beyond. DBA Thesis, University College Cork.en
dc.identifier.endpage216
dc.identifier.urihttps://hdl.handle.net/10468/2167
dc.language.isoenen
dc.publisherUniversity College Corken
dc.rights© 2015, Pearse O'Donovan.en
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/en
dc.subjectLeadership capabilityen
dc.subjectDevelopmenten
dc.subjectMeaning makingen
dc.subjectRobert Keganen
dc.subjectManagementen
dc.subjectBusinessen
dc.subjectBankingen
dc.subjectOrganisationen
dc.subjectComplexityen
dc.thesis.opt-outfalse
dc.titleDeveloping executive capability — banking and beyonden
dc.typeDoctoral thesisen
dc.type.qualificationlevelPractitioner Doctorateen
dc.type.qualificationnameDBA (Business Economics)en
ucc.workflow.supervisore.doyle@ucc.ie
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