In this paper we offer a dynamic relational perspective in which frames and framing work together in the practice of leadership development. Mead’s (1932) notion of sociality is introduced as a way of engaging with movements within and between frames, where it is these framing movements that we argue hold the potentiality of emergent practice. The paper responds to a growing interest in the delineation, conceptualization and practice of leadership as opposed to leader development, where we understand leadership development in terms of the creation of social capital, relational capacity and collaboration. However, there is little, if any research into how these dimensions may be intentionally developed in practice. Using online forum data from an 18-month long leadership development programme, we demonstrate three different sociality movements, which we have labeled kindling, stretching and spanning. Our analysis positions sociality at the core of leadership development interventions, and practice more generally.
- leadership development
- relational leadership