SECTION 2: LITERATURE REVIEW
Evidence from Literature
Social identity theory (SIT) does not propose a theory of leadership, but argues for human resource development to be better able to theorize leadership (Woodall, 2006). These assumptions were first tested in a case study which examined how heads of schools made sense of management and leadership practice (Woodall, 2006). SIT was adopted as the interpretive framework to examine the extent to which management and leadership were incorporated into or kept separate from their sense of social/professional identity (Reicher, Haslam, & Hopkins, 2005). A social identity theory proposal offers a suitable theoretical framework which can both further identity and enhance leadership practices. In addition, SIT provides a sophisticated explanatory framework for analyzing inter and intragroup dynamics and mobility of individuals between groups; furthermore, individuals derive their social identity out of the groups to which they self-ascribe (Reicher, Haslam, & Hopkins, 2005). Wenger's framework is the most developed community of practice (CoP) theory currently available, possibly the de facto standard.
Wenger identified mutual engagement, joint enterprise, shared repertoire, community, and learning or identity acquisition as the five dimensions of CoPs (Murillo, 2008).
Communities of practice are everywhere, at home, at work, and in our hobbies. They are constantly changing and evolving. As old communities leave our lives, new ones spring up to take their place. Families develop their own communities through their rituals, habits, and routines. They hate each other, they love each other, they agree, and they disagree, but they do whatever it takes to keep going.
Workers organize their lives in accordance with their immediate colleagues and customers to get their jobs done. They develop or preserve a sense of themselves that will allow having fun and fulfilling requirements of their clients and employers. They create a practice to do what...