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Developing the Theater of Leadership: An Exploration of Practice and the Need for Research

机译：发展领导力的舞台：实践探索和研究需求

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The Problem. Recent models of leadership emphasize the importance of adaptive, strategic, and socio-emotional capabilities for success. The development of leadership has transformed from teaching about the concept to an experiential learning of leadership, an approach that focuses on identity and problem solving. Over the past decade, improvisational theater and interactive drama based leadership development has received increasing attention; moreover, many advocate its use as a powerful and innovative experiential learning tool, to foster self-awareness and increase ability to deal with the unexpected and unpredictable. Through simulated, unscripted scenarios with actors, improvisation allows experimentation, discovery, and rehearsal of leadership behavior in a group context. It generates individual, relational learning that is immediate, emergent, and relevant to the emotional and cognitive complexities of real-world leadership. There is a paucity of literature on theater-based leadership. This makes it difficult for HRD professionals to justify giving theater-based leadership development (TBLD) techniques preference over other, less resource-intensive techniques. The Solution. This article proposes a practical model for the systematic evaluation of TBLD techniques A pathway mapping approach will be used. The model draws on recent social psychology research on social interaction and identity. Based on this, "micro" analytic techniques of discursive psychology and conversation analysis are proposed to examine patterns of leadership interaction behavior. The findings are to be used as a basis for building a "high fidelity," evidence-based methodology for role-play and improvisation as development training for leaders. The approach offers a clear framework for HRD professionals. It will be used to analyze and inform the effective use of TBLD. This article is purely theoretical; it does not include empirical research. The Stakeholders. Many can potentially benefit by using TBLD techniques, including human resource (HR) professionals and HRD practitioners, leadership development specialists and training providers, organization development practitioners, and professional actor trainers.
机译：问题。最近的领导模式强调了成功的适应性，战略性和社会情感能力的重要性。领导力的发展已从有关概念的教学转变为对领导力的体验式学习，这种方法侧重于身份和解决问题。在过去的十年中，基于即兴戏剧和互动戏剧的领导力发展受到了越来越多的关注。此外，许多人主张将其用作功能强大且创新的体验式学习工具，以培养自我意识并增强应对意外和不可预测的能力。通过与演员的模拟，无脚本场景，即兴创作可以在团队环境中进行领导行为的实验，发现和演练。它会产生与现实世界中的领导者的情感和认知复杂性相关的即时的，紧急的，与个人相关的学习。关于战区领导的文献很少。这使HRD专业人员很难证明给予战区领导力发展（TBLD）技术优先于其他资源消耗较少的技术的合理性。解决方案。本文为TBLD技术的系统评估提出了一种实用的模型。将使用路径映射方法。该模型借鉴了有关社交互动和身份的最新社会心理学研究。基于此，提出了话语心理学和对话分析的“微观”分析技术，以研究领导者互动行为的模式。这些发现将被用作建立“高保真”，基于证据的角色扮演和即兴领导者发展培训方法的基础。该方法为人力资源开发专业人员提供了明确的框架。它将用于分析和告知TBLD的有效使用。本文纯粹是理论性的；它不包括实证研究。利益相关者。许多人可以通过使用TBLD技术而受益，其中包括人力资源（HR）专业人员和HRD从业人员，领导力发展专家和培训提供者，组织发展从业人员以及专业演员培训师。

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