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Abstract
While there are numerous theories, models, approaches, and frameworks published in the field of leadership and leadership development, there is a shortage in the discourse regarding mechanisms underlying leadership development. This report attempts to address the gap in the literature by showing the discovery of a mechanism in the leadership development of Scottish healthcare professionals emerging into leadership roles. This mechanism is memetic in nature and understanding it in the light of meme theory allows for a fresh insight into leadership development as well as a potentially new approach to leadership development.
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