Evaluating shifting perceptions and configurations of social capital in leadership development

Whilst Day's (2000) description of leadership development as an investment in social capital has been widely cited, there little subsequent empirical or theoretical work to explore and articulate the nature purpose this ‘social capital’ how it changes over time. This paper revisits issue by presenting findings from a qualitative in-depth longitudinal evaluation corporate programme. The study explored multi-faceted shifting during after programme, with particular attention given different aspects were perceived engaged key stakeholders Findings reveal differing perspectives on illustrate impact changing organizational contexts programme aims outcomes these are evaluated. concludes outlining implications for development, advocating value pluralistic approach that incorporates criticality alongside logics accountability, knowledge characterise most current approaches Kennedy, Carroll Francoeur (2013) .