Leadership Development: The Role of Learning in the Authentic, Transformational, Servant, and Kenotic Leader

2020 ◽  
pp. 109-118
Author(s):  
Laurel B. Emory ◽  
David P. Peltz
Keyword(s):  
Leadership Development

scholarly journals Problematizing leadership learning facilitation through a trickster archetype: An investigation into power and identity in liminal spaces

Leadership ◽  
2021 ◽  
pp. 174271502199822
Author(s):  
Gareth Edwards ◽  
Beverley Hawkins ◽  
Neil Sutherland
Keyword(s):  
Leadership Development ◽  
Power Relations ◽  
Theory And Practice ◽  
Liminal Spaces ◽  
Learning Facilitation ◽  
Reflective Conversations ◽  
Permanent Resident ◽  
Shadow Side ◽  
Learning Development

This study uses the archetype of a ‘trickster’ to reflect back on, and hence problematize, the role of the educator/facilitator identity in leadership learning. This is based on the view that a trickster is a permanent resident in liminal spaces and that these liminal spaces play an important role in leadership learning. Our approach was based on the reading of the trickster literature alongside reflective conversations on our own experiences of facilitation of leadership learning, development and education. We suggest that paying attention to the trickster tale draws attention to the romanticization of leadership development and its facilitation as based on a response to crisis that leads to a further enhancement of the leader as a hero. Hence, it also offers ways to problematize leadership learning by uncovering the shadow side of facilitation and underlying power relations. We therefore contribute by showing how, as facilitators, we can use the trickster archetype to think more critically, reflectively and reflexively about our role and practices as educators, in particular, the ethical and power-related issues. In our conclusions, we make recommendations for research, theory and practice and invite other facilitators to share with us their trickster tales.

The Role of Mentoring in Leadership Development: A Qualitative Study of Upper Administration Women in the National Basketball Association

2021 ◽  
pp. 1-21
Author(s):  
Manuela Picariello ◽  
Pamela S. Angelle ◽  
Sylvia Trendafilova ◽  
Steven Waller ◽  
Vassilios Ziakas
Keyword(s):  
Leadership Development ◽  
Qualitative Study ◽  
National Basketball Association

scholarly journals The Essential Role of Leadership Development

2018 ◽  
Vol 72 (18) ◽  
pp. 2272-2275 ◽  
Author(s):  
Andrew M. Freeman ◽  
Rosanne Nelson ◽  
Shashank S. Sinha
Keyword(s):  
Leadership Development ◽  
Essential Role

Reflections from the field (mountain, cityscape and park): walking for management development and links to being-in-the world, belonging and “Ba”

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arthur F. Turner ◽  
Gareth Edwards ◽  
Catherine Latham ◽  
Harriet Shortt
Keyword(s):  
Leadership Development ◽  
Management Development ◽  
Learning And Development ◽  
Content Type ◽  
Personal Story ◽  
The World ◽  
Effective Use ◽  
The Impact ◽  
First Time

PurposeThe purpose of this paper, based on reflections from practice, is to shed light on the realities of using walking as a tool for learning and development. This is done through an initial analysis of longitudinal reflective data spanning seven years and connecting these reflections to the concepts: being-in-the-world, belonging and Ba.Design/methodology/approachThis research takes a practice based phenomenological and reflective approach. The value of this approach is to seek a new understanding, through three distinct conceptual frames, of the effective use of walking within management development.FindingsThe findings connect three conceptual approaches of being-in-the-world, belonging and “Ba” to the practicalities of delivery, thus encouraging practitioners and designers to deeply reflect on the role of walking in management development.Research limitations/implicationsA limitation is that this is largely a personal story exploring the impact of an intuitively developed set of interventions. Despite this, the paper represents a unique and deep interpretation of walking as a mechanism for management development.Practical implicationsThe paper concludes with three recommendations to practitioners wanting to use walking in management development programmes. These are: facilitators need to be familiar with their surroundings; they should look for spaces and places where participants can connect and build relationships; and organisers and sponsors need to recognise how walking not only consolidates knowledge but can help create knowledge too.Originality/valueThis is a unique, seven-year longitudinal study that broadens the theoretical focus of walking as a mechanism for management and leadership development that combines the theoretical lenses of being-in-the-world, belonging and “Ba”, the authors believe, for the first time in research on management development.

How does daily family-supportive supervisor behavior relieve subordinates' job stress? The effect of ethical leadership and positive emotions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chongrui Liu ◽  
Cong Wang ◽  
Hongjie Wang ◽  
Donghua Xu
Keyword(s):  
Leadership Development ◽  
Job Stress ◽  
Ethical Leadership ◽  
Positive Emotions ◽  
Experience Sampling ◽  
Content Type ◽  
Mediating Role ◽  
Indirect Relationship ◽  
Family Supportive Supervisor Behaviors

PurposeRelying on a multilevel approach, this paper investigates the day-to-day variations in family-supportive supervisor behaviors influencing subordinates' job stress, as well as the mediating role of positive emotions and the moderating role of ethical leadership.Design/methodology/approachUsing the experience-sampling methodology, the study collected the data from 137 civil servants in China who responded to one daily survey for 10 working days.FindingsWith a total of 1,370 surveys, results supported the hypothesized model linking daily family-supportive supervisor behaviors to daily job stress via subordinates' daily positive emotions. In addition, the study found a moderating effect for ethical leadership positively in the indirect relationship between family-supportive supervisor behaviors and job stress.Practical implicationsThe findings in this study serve practitioners in organizational and leadership development. On the one hand, this study contributes to raising awareness about the importance of improving family-related support in the workplace, in generating subordinates' positive emotions and relieving their job stress. On other hand, the findings highlight the necessity of cultivating ethical leadership for leaders.Originality/valueThis study fulfills an identified need to clarify how and when daily family supportive supervisor behaviors influence subordinates' daily job stress. This study moves beyond previous research by adopting the experience sampling method and demonstrating important cross-level effects of ethical leadership on the within-individual relationship between family supportive supervisor behaviors and job stress.

Team Learning in SMEs: Learning the Lessons

2012 ◽  
Vol 26 (6) ◽  
pp. 491-503 ◽  
Author(s):  
Ian McKeown
Keyword(s):  
Leadership Development ◽  
Team Learning ◽  
Management Team ◽  
Team Members ◽  
Shared Practice ◽  
The Right

This research identifies and explores the factors that influence team learning in the context of an SME management team. It examines the difficulties the team members face in attempting to share and combine their experiences to co-construct knowledge and understanding of their environment and future opportunities. The paper reveals a connection between three core themes: the opportunity and nature of team participation; the forms of shared practice exercised; and the influence of situated power on team learning. The role of leadership is found to be critical in creating the right environment for learning. The implications of the findings for appropriate support initiatives, learning infrastructure and leadership development are discussed in the conclusions.

Leadership development: The Role of the President-Board Team

2003 ◽  
Vol 2003 (123) ◽  
pp. 51-61 ◽  
Author(s):  
George B. Vaughan ◽  
Iris M. Weisman
Keyword(s):  
Leadership Development

Prison Administration

Criminology ◽  
2020 ◽  
Author(s):  
Stan Stojkovic
Keyword(s):  
Leadership Development ◽  
Essential Elements ◽  
Correctional Staff ◽  
Leadership Roles ◽  
Administrative Positions ◽  
California Department ◽  
Leadership And Management ◽  
Staff Supervision ◽  
Management Functions

Leadership concerns and management functions define the essential elements of prison administration. While for most prisons, there is not a formal title of “prison leader” or “prison manager,” there are persons in administrative positions who take on leadership roles and perform management duties. Leadership involves the articulation of both mission and vision, while management involves the accomplishment of specific tasks. Both leadership and management are needed for effective prison administration to exist. This piece will examine the following topics: drawing a distinction between leadership and management, the role of politics in prison administration, and the importance of correctional staff supervision and development. Finally, the article provides a model of leadership development found in the California Department of Corrections and Rehabilitation as an example of promoting effective prison administration.

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