Putting Leadership Theory to Work: A Conceptual Framework for Theory‐based Leadership Development

1993 ◽  
Vol 14 (7) ◽  
pp. 23-27 ◽  
Author(s):  
Micha Popper ◽  
Raanan Lipshitz
Keyword(s):  
Leadership Development ◽  
Conceptual Framework ◽  
Leadership Theory

scholarly journals Leierskapontwikkeling in ‘n verplegingskollege

Curationis ◽  
1997 ◽  
Vol 20 (2) ◽  
Author(s):  
E. Harms ◽  
M. Muller
Keyword(s):  
Leadership Development ◽  
Focus Group ◽  
Conceptual Framework ◽  
Descriptive Study ◽  
Focus Group Interviews ◽  
Leadership Practice ◽  
Group Interviews ◽  
Nursing College ◽  
Educational Staff

This study is conducted within the context of nursing colleges and focuses on the empowerment of educational staff in a nursing college to facilitate excellence in leadership practice. A qualitative exploratory and descriptive study was conducted in different phases: the views and expectations of educational staff as leaders, as well as the views and expectations of the fourth year students as followers and potential professional leaders were explored and described by means of focus group interviews. A provisional conceptual framework for leadership development in a nursing college was compiled, exposed to a literature control and a final conceptual framework was refined, together with guidelines for leadership development in a nursing college. This article focuses on the final conceptual framework as well as the programme for leadership development in a nursing college. It is recommended that this programme be implemented and exposed to purposeful evaluation.

Addressing the problem of global leadership theory: proposing a cognitive process model for leadership training and development

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jeffrey McClellan
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Cognitive Process ◽  
Process Model ◽  
Leadership Competencies ◽  
Training And Development ◽  
Global Leadership ◽  
Leadership Theory ◽  
Development Study ◽  
Content Type

Purpose The application of leadership theory to training and development in international leadership contexts is burdened by the idealistic, western-centric, prescriptive nature of many leadership theories. Consequently, theories are needed that are culturally neutral, descriptive and practically applicable to the culturally diverse contexts in which leadership interaction takes place. To this end, the cognitive process model of (Denis et al., 2012) leadership was developed to facilitate leadership development study in a variety of cultural contexts. The model is based on how the human brain functions at its most basic level in leadership situations across cultures and outlines basic principles of leadership associated with these functions. These principles include awareness, decision-making, attention, relationship building, communication and action. This study aims to discuss this model and how it can be used as a framework for doing leadership training and development study in international settings. Design/methodology/approach This paper is conceptual in nature and uses psychological studies on brain function as a foundation for developing a process model of leadership. Findings In contrast the cognitive process model of leadership provides a foundation for understanding what is truly universal when it comes to leadership activities by examining what happens in the brain in any given leadership moment. It then provides a framework for promoting the development of leadership competencies that are essential to practicing the principles and competencies and applying them as one takes action in specific leadership moments at the self, interpersonal, group and team, organizational and social and political community levels. Research limitations/implications The paper has implications for the content, structure and process of leadership development study in relation to training and coaching. Practical implications This model makes it possible to identify how to provide training and education in relation to leadership competencies by identifying which aspects of the competencies are universal and which are situational or culture dependent. Originality/value This study is an original paper exploring the application of this model in the context of global leadership training and development.

Trigger events and crucibles in authentic leaders' development

2020 ◽  
Vol 39 (3) ◽  
pp. 324-333 ◽  
Author(s):  
Mark R. Shannon ◽  
Maurice Buford ◽  
Bruce E. Winston ◽  
James Andy Wood
Keyword(s):  
Leadership Development ◽  
Critical Incident ◽  
Authentic Leadership ◽  
Relevant Literature ◽  
Leadership Theory ◽  
Content Type ◽  
Moral Perspective ◽  
Authentic Leadership Theory ◽  
Authentic Leadership Development ◽  
Trigger Events

PurposeThe purpose of this study is to examine the role of trigger events and leadership crucibles in the lives of authentic leaders. The study was based on two theories: authentic leadership theory and born versus made theory.Design/methodology/approachParticipants were included in the study if they scored between 64 and 80 on the Authentic Leadership Questionnaire (ALQ). The qualified leaders were then asked to participate in a qualitative interview utilizing an interview guide born out of the relevant literature. The interview followed the guidelines of the Critical Incident Technique (CIT).FindingsThe data indicated that trigger events and leadership crucibles play a significant role in authentic leadership development.Practical implicationsPractitioners should emphasize the prominent themes of self-awareness, relational transparency, balanced processing and moral perspective and the connection with other themes that emerged from the current study when developing or training leaders. Furthermore, practitioners concerned with creating an authentic leadership culture may consider the findings of the current study to develop and employ hiring and promotion strategies that increase the probabilities of hiring and promoting leaders that exhibit authentic leadership behaviors.Originality/valueThe findings of the research indicate that trigger events and crucibles both affect authentic leadership development. The research findings confirm characteristics associated with authentic leadership theory were predominant in the participants. However, one theme that prevailed was that of spirituality, which may or may not be considered to be part of an authentic leader's moral perspective

Situational leadership theory: a test from a leader-follower congruence approach

2018 ◽  
Vol 39 (5) ◽  
pp. 574-591 ◽  
Author(s):  
Geir Thompson ◽  
Lars Glasø
Keyword(s):  
Leadership Development ◽  
Leadership Style ◽  
Information Source ◽  
Situational Leadership ◽  
Leadership Theory ◽  
Business Organizations ◽  
Leadership Development Programs ◽  
Content Type ◽  
Self Rating ◽  
Situational Leadership Theory

Purpose Empirical tests of Hersey and Blanchard’s situational leadership theory (SLT) have demonstrated that the assessment of follower competence and commitment, critical contextual features dictating optimal leadership style, poses several problems in testing the validity of this theory. As well, most previous studies have used leader rating as the only information source in making these assessments. The purpose of this paper is to use the degree of agreement between leader rating and follower self-rating to determine follower competence and commitment, and consequently an optimal leadership style. Design/methodology/approach Survey data collected from both supervisors and employees in business organizations in Norway were analyzed to test the predictions put forward in SLT. Findings The results show that SLT principles are supported when leader rating and follower self-rating are congruent. However, no support was obtained for Blanchard’s suggestion to apply followers’ self-ratings of competence and commitment in the case of discrepant ratings of follower development level. But data do support the contention that leader assessment would be a better basis for providing followers with appropriate direction and support. Originality/value So far SLT has been a very popular but as yet under-researched theory. An important contribution of the present study is by making SLT an evidence-based theory, as opposed to just being intuitively sound. As such, the authors think SLT in an updated “convergent” version should be applied in organizations and taught in leadership development programs.

Organizational and Individual Level Antecedents of Psychological Capital and its Associated Outcomes: Development of a Conceptual Framework

2017 ◽  
Vol 42 (3) ◽  
pp. 205-236 ◽  
Author(s):  
Urmila Rani Srivastava ◽  
Vandana Maurya
Keyword(s):  
Leadership Development ◽  
Positive Psychology ◽  
Conceptual Framework ◽  
Performance Management ◽  
Psychological Capital ◽  
Relevant Literature ◽  
Organizational Level ◽  
Future Research ◽  
Individual Level ◽  
Antecedents And Consequences

The importance of positivity in life has been recognized long time back with the pioneering works of Seligman. Positive psychology as a field was founded on the belief that people want to lead meaningful and fulfilling lives, to cultivate what is best within them, and enhance their experiences of love, work and play. However, the potential need to incorporate the principles of positive psychology to enhance the lives of employees at workplace has been identified very lately. This review article starts with the journey from positive psychology to positive organizational behaviour (POB) followed by the elaborated conceptual development of psychological capital (PsyCap) and its uniqueness in relation to other positive constructs. Next section of the article presents evidence of major theoretical contributions in developing the field of POB and PsyCap along with distinction between states versus trait paradigm in Psychology. The purpose of this article is to provide an overview of recently introduced concept of PsyCap and reveal its antecedents and consequences. We have synthesized and integrated recent empirical research examining the nature of the construct of PsyCap and develop a conceptual framework regarding its individual and organizational antecedents and consequences for further understanding of the relevant issues in the area of PsyCap and POB. The organizational level antecedents of PsyCap included in this article are work engagement, organizational justice, workplace social support and authentic leadership. Likewise, individual level antecedents of PsyCap covered in this article are sense of humour and positive emotions. The major potential outcomes of PsyCap in the present article included both desirable (mental health, organizational citizenship behaviour (OCB), creative performance and ethical performance) and undesirable (incivility) work-related organizational outcomes. Several preliminary propositions have been offered to guide future research and the role of PsyCap within a broad theoretical and empirical context is discussed. Finally, we have discussed the gaps in the relevant literature, major issues for future research on PsyCap along with implications and interventions about how management can enhance each within their employees for performance management, leadership development and HR development.

A proposed new psychological model for judgement and decision-making

2017 ◽  
Vol 38 (4) ◽  
pp. 549-563 ◽  
Author(s):  
Christopher Wray
Keyword(s):  
Decision Making ◽  
Leadership Development ◽  
Conceptual Framework ◽  
Dual Process ◽  
Development Theory ◽  
Future Research ◽  
Relational Leadership ◽  
Psychological Model ◽  
Content Type ◽  
Cognitive Faculties

Purpose The purpose of this paper is to consider the implications for leadership development of a proposed new psychological model based on the integration of two distinct fields of research in cognitive science and neuroscience, namely, judgement and decision-making in the heuristics and biases tradition, and in particular the dual-process theory of cognition and its development into a tri-partite model; and the differences between the distinct modes of attention supported by left and right cerebral hemispheres. Design/methodology/approach The distinct fields of research are critically reviewed, the proposed new integrated conceptual framework is presented and compared with other relevant theory, and finally the implications for practice and the connection with contemporary leadership development theory are explored. Findings It is suggested that decision-makers’ performance in volatile or complex environments could be enhanced through the appropriate engagement of each among the expanded set of cognitive faculties identified in the proposed model, and that a decision-making methodology incorporating prompts to engage each of these aspects of cognition could be adopted by individuals or embedded in organisational processes. Research limitations/implications Potential connections for future research are suggested between the proposed new conceptual framework and existing theories concerning shared leadership in teams and reframing processes in a relational leadership context, and more comprehensive psychological theories of leadership incorporating relevant personality traits. Testable claims for future research are proposed, as the model is yet to be validated empirically. Originality/value This paper proposes a novel, integrated psychological model with potential relevance both as a conceptual framework for future research in contemporary leadership theory and as the basis for a decision-making methodology with practical application in leadership development.

scholarly journals Museum Leadership in Practice:  A New Zealand Case Study

2021 ◽  
Author(s):  
◽  
David Luoni
Keyword(s):  
New Zealand ◽  
Leadership Development ◽  
Social Practice ◽  
Research Question ◽  
Leadership Theory ◽  
Striking Similarity ◽  
Central Research ◽  
Rural Town ◽  
The Media

<p>Museum leadership is an under investigated area of museum studies. This dissertation contributes to museum leadership research by applying leadership theory to a case study of the career of Jim Geddes, a museum director who works in the town of Gore in Southland, New Zealand. In 2008 Geddes won Museums Aotearoa's inaugural Individual Achievement Award for putting Gore on the national cultural map by establishing the Eastern Southland Gallery, the Hokonui Heritage Centre, the Croydon Aviation Museum and for expanding Gore's Historical Museum. How did Geddes achieve this successful cultural entrepreneurship in such an unlikely small rural town? The central research question asks how leadership has manifested itself in Gore's museums during Geddes' tenure from 1983 to the present. The theoretical framework draws on leadership theory, particularly the work of Suchy and others, who theorise leadership as a social practice rather than a set of management techniques. Several qualitative research methods are employed including interviews with Geddes and key museum stakeholders coupled with a review of how the media have presented Geddes' work. This research data is then compared against leadership theory, noting the convergences and divergences. The dissertation is the first in-depth New Zealand study to test the application of contemporary leadership theory to one museum leader's practice. The findings reveal that, while Geddes is not a conscious leader, his practice has a striking similarity to the engaging transformational leadership model in terms of stakeholder engagement and the inter-personal and emotional elements of leadership. This research provides a deeper understanding of the career of a successful local museum director, suggesting that a sense of place can function as a mechanism for museum leaders to profitably engage with stakeholders. It also presents the argument that successful leadership is a practice, a mode of operating and interacting with others that if consistently applied can spark a series of positive events for museums and their leaders. After considering the implications of this case study for museum practice, training and professional development, the dissertation concludes with five recommendations to improve museum leadership development in New Zealand.</p>

scholarly journals Exploring leadership in the context of dentistry in the UK

2016 ◽  
Vol 29 (2) ◽  
pp. 201-216 ◽  
Author(s):  
Stephen George Willcocks
Keyword(s):  
Leadership Development ◽  
Relevant Literature ◽  
Leadership Theory ◽  
Theory And Practice ◽  
Leadership Role ◽  
Limited Attention ◽  
Content Type ◽  
The Uk ◽  
Leadership Approaches ◽  
Recent Policy

Purpose The purpose of this paper is to explore selective leadership approaches in the context of dentistry in the UK. Design/methodology/approach This is a conceptual paper utilising published sources from relevant literature about leadership theory and practice and the policy background to dentistry in the UK. Findings This paper suggests that there is merit in identifying and applying an eclectic mix of leadership theory to the case of dentistry. It offers insight into individual aspects of the leadership role for dentists and applies this to the dental context. It also contrasts these individual approaches with shared leadership and suggests this may also be relevant to dentistry. It highlights the fact that leadership will be of growing concern for dentistry in the light of recent policy changes. Research limitations/implications This paper points out that there are developmental implications depending on the particular approach taken. It argues that leadership development will become increasingly important in dentistry in the UK. Originality/value This paper addresses a topic that has so far received limited attention in the literature.

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