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The Leader in Context: Developing Leaders by Adopting a Self-in-Systems Approach

Michael Palanski & Laurie J. Barclay

Academy of Management Learning and Education2026https://doi.org/10.5465/amle.2024.0562article
AJG 4*ABDC A*
Weight
0.50

Abstract

How can leader development programs effectively incorporate context? Responding to criticism that traditional leader development programs have experienced a “context deficit,” we argue that recognizing that leaders are embedded in “systems” can enable context to be incorporated into leader development to enhance its effectiveness. We articulate a “self-in-systems” approach to leader development that outlines how leaders’ self-focused dynamic functioning within systems can create opportunities for growth that can enhance leader maturity. In particular, we showcase how a self-in-systems approach can enhance differentiation of self and promote leader maturity by enabling leaders to navigate the context in ways that align with who they want to be as a leader. Beyond introducing the self-in-systems approach, we also outline how to adapt and expand existing leader development practices to support this novel approach to leader development. We conclude by showcasing considerations and benefits of a self-in-systems approach for advancing leader development theory and practice.

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https://doi.org/https://doi.org/10.5465/amle.2024.0562

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@article{michael2026,
  title        = {{The Leader in Context: Developing Leaders by Adopting a Self-in-Systems Approach}},
  author       = {Michael Palanski & Laurie J. Barclay},
  journal      = {Academy of Management Learning and Education},
  year         = {2026},
  doi          = {https://doi.org/https://doi.org/10.5465/amle.2024.0562},
}

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Evidence weight

0.50

Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40

F · citation impact0.50 × 0.4 = 0.20
M · momentum0.50 × 0.15 = 0.07
V · venue signal0.50 × 0.05 = 0.03
R · text relevance †0.50 × 0.4 = 0.20

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