Leadership development strategy: the missing links

2018 ◽  
Vol 32 (1) ◽  
pp. 11-14 ◽  
Author(s):  
Shilpa Kabra Maheshwari ◽  
Jaya Yadav
Keyword(s):  
Leadership Development ◽  
Development Strategy ◽  
Scale Up ◽  
Competitive Growth ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
The Individual ◽  
Business Complexity ◽  
Practical Implications

Purpose Current volatile environments, business complexity, and leadership gaps are compelling organizations to deploy effective leadership development strategies. Fueled by competitive growth and people challenges, efforts continue to scale up but fail to create the desired leaders. This paper aims to address the missing links and calls for new ways of deploying leadership development strategy. Design/methodology/approach Qualitative data on experiential feedback have been collected from participants and stakeholders of leadership development programs in Indian organizations. Findings An integrated six-step approach to leadership development has been proposed for scholars and practitioners. Practical implications From the practitioner’s perspective, this study contributes to the field of leadership development by challenging the relevance of current approaches. It also adds to the scholarly literature on leadership development in the context of the organization and the individual. Originality/value Current studies in the area of leadership development in the Indian context are scarce.

The ideal and the counter-ideal follower – advancing implicit followership theories

2016 ◽  
Vol 37 (8) ◽  
pp. 1205-1222 ◽  
Author(s):  
Nina M. Junker ◽  
Sebastian Stegmann ◽  
Stephan Braun ◽  
Rolf Van Dick
Keyword(s):  
Leadership Development ◽  
Design Methodology ◽  
Future Research ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Implicit Followership Theories ◽  
Practical Implications ◽  
The Ideal

Purpose Research on implicit followership theories – that is, individually held assumptions about how followers are and how they should be – is still in its infancy. The few existing approaches differ in what they define as the object of these theories. The authors consider the lack of two aspects in the existing literature: first, the authors consider it important to not only focus on effective but also on ideal followers – which allows investigating follower characteristics that go beyond just performance; and second, the authors demonstrate the importance of the study of characteristics which leaders explicitly see as undesirable for followers (i.e. counter-ideal follower prototypes). The purpose of this paper is to fill these gaps and to extend the literature by introducing the concept of implicit followership theories as assumptions of ideal followers. Design/methodology/approach The authors first present three studies conducted to develop a scale to measure ideal and counter-ideal follower prototypes, respectively. In a fourth study, the authors apply this scale and compare it to existing measures of implicit followership theories regarding their value for predicting leaders’ follower ratings. Findings Results show that the newly developed measure is reliable and valid, and comprises a useful tool for future research. Practical implications The scale can be used for leadership development programs. Originality/value The study is among the few that provide theory and evidence for the relevance of implicit followership theories and is the first to consider the ideal follower in this regard.

A framework for analyzing how context influences lean leadership

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
André Seidel ◽  
Tarcisio Abreu Saurin
Keyword(s):  
Leadership Development ◽  
Empirical Study ◽  
Design Methodology ◽  
Leadership Competencies ◽  
Development Programs ◽  
Theoretical Level ◽  
Systematic Analysis ◽  
Leadership Development Programs ◽  
Content Type ◽  
Practical Implications

Purpose Although leadership in lean systems is influenced by context, the mechanisms linking contextual factors (CFs) to leadership have not been explored. This study aims to present a framework for analyzing how context influences lean leadership competencies (LLCs). Design/methodology/approach The framework’s design was based on insights from literature and refined through an empirical study of a large manufacturing plant formally committed to lean. The evolution of CFs over time was monitored in this study, allowing for analyzing how these triggered the need for using LLCs. Findings The framework proved to be useful for as follows: the assessment of LLCs in different hierarchical levels; the analysis of how CFs and LLCs interact in specific “leadership events”; and the identification of improvement opportunities for supporting leadership. Four design propositions emerged from the empirical study, offering complimentary guidance for using the framework. Research limitations/implications The framework was tested in one company, and therefore generalizations about its effectiveness need further applications. Practical implications The framework may be used fully or partly by practitioners. For instance, the assessment of LLCs can be used as a standalone tool according to the specific needs of practitioners. Also, by producing rich descriptions of LLCs and CFs, the framework may inform lean leadership development programs. Originality/value The framework allows for a systematic analysis of how a broad range of CFs influence LLCs, thus operationalizing an idea that so far has been discussed mostly on a theoretical level.

Women’s leadership and well-being: incorporating mindfulness into leadership development programs

2018 ◽  
Vol 32 (6) ◽  
pp. 25-27 ◽  
Author(s):  
Helen Beddow
Keyword(s):  
Leadership Development ◽  
Design Methodology ◽  
Well Being ◽  
Women's Leadership ◽  
Leadership Roles ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Leadership development programs should include tools and strategies to help women cope with the unique challenges facing them in leadership roles. One such tool is mindfulness, which could help reduce stress and promote greater well-being. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Not all teams are created equal

2019 ◽  
Vol 33 (5) ◽  
pp. 30-32
Keyword(s):  
Social Support ◽  
Leadership Development ◽  
Design Methodology ◽  
Reading Time ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Pertinent Information ◽  
Key Driver ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The findings indicate that within leadership development programs, team social support is a key driver for participation in team activities. They also indicate that team competence is associated with less participation in program-wide activities. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Leadership self-efficacy: review and leader development implications

2019 ◽  
Vol 38 (8) ◽  
pp. 637-650
Author(s):  
Laura Paglis Dwyer
Keyword(s):  
Leadership Development ◽  
Self Efficacy ◽  
Cognitive Modeling ◽  
Group Performance ◽  
Leader Effectiveness ◽  
Future Research ◽  
Big Five Personality ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type

Purpose The purpose of this paper, on self-efficacy and leadership, has two objectives. First, it comprehensively reviews approximately 25 years of research on leadership self-efficacy (LSE), beginning with LSE measurement and related criticisms. Findings concerning LSE’s relationships with leader effectiveness criteria, as well as individual and contextual influences on LSE, are presented. Second, it examines the evidence on efficacy enhancement interventions and offers some preliminary recommendations for increasing LSE through leadership development programs. Design/methodology/approach The author conducted a comprehensive literature review of the existing research on LSE, covering the main contributors to this research stream and their findings. Findings The review revealed substantial diversity in LSE construct development and measurement approaches. Regarding LSE and leader effectiveness, many studies reported positive relationships with potential, performance and behavioral ratings of leaders. Collective (team) efficacy has emerged as a significant mediator between LSE and group performance. Influences on LSE include several of the Big Five personality traits, while contextual antecedents are under-researched, and potentially fruitful areas for further study. Executive coaching and mentoring, as well as cognitive modeling techniques and training in constructive thought patterns, received support for enhancing LSE in developing leaders. Originality/value This paper’s review and implications should be of substantial value to current and future LSE researchers, as it summarizes past research, synthesizes the findings to draw out common themes and consistent, corroborated findings, and identifies opportunities for future research. For practitioners, the reviewed research on interventions for increasing LSE through leadership development programs provides practical guidance.

Challenges facing Islamic Azad University academic leaders in managerial positions

2014 ◽  
Vol 28 (6) ◽  
pp. 694-704 ◽  
Author(s):  
Fatemeh Hamidifar
Keyword(s):  
Leadership Development ◽  
Professional Growth ◽  
Qualitative Content Analysis ◽  
Middle Level ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Academic Leaders ◽  
Content Type ◽  
Managerial Positions ◽  
High Level

Purpose – Over the past three decades, academic leaders at Islamic Azad University (IAU) have been facing different challenges for the success of the institutions. The purpose of this paper is to identify the challenges confronting IAU academic leaders in managerial positions. Design/methodology/approach – In this qualitative study, questionnaires containing open-ended questions were sent to academic leaders in managerial positions at IAU branches in Iran and the collected data were analyzed using qualitative content analysis. Findings – The results revealed that the main challenges were categorized into two themes: internal and external environmental factors. Internal challenges were sub-categorized into administration and managerial affairs, financial issues, organizational culture, and students’ affairs. External challenges were sub-categorized into political, economic, social, and technological factors, and international and national competitions. Research limitations/implications – This study is limited to Iran and IAU academic leaders who worked mainly in high-level and middle-level of managerial positions; therefore, the results cannot be generalized. The key implications are related to applying continuous professional growth through collaborative and qualified development programs. The implications could be appropriate for other higher education institutions in Iran. Originality/value – This is the first attempt to study the challenges confronting IAU academic leaders in Iran. The findings can help IAU academic leaders plan the most appropriate framework for professional academic leadership development programs.

Learning to lead from outsiders

2015 ◽  
Vol 34 (10) ◽  
pp. 1262-1271 ◽  
Author(s):  
Igor Kotlyar ◽  
Julia Richardson ◽  
Len Karakowsky
Keyword(s):  
Leadership Development ◽  
Qualitative Methodology ◽  
Peer Coaching ◽  
Development Program ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Personal Coaching ◽  
Leadership Development Program ◽  
Depth Interviews

Purpose – An increasingly popular method of facilitating employee and leadership development is via a career community (Parker et al., 2004), where individuals self-organize to obtain career support. This study was driven by the following research question: how do external peer coaching groups – which are a form of career community – impact leadership development? The purpose of this paper is to report the findings of a research study that examined one such career community focussed on providing peer coaching for managers in business organizations. The authors conducted in-depth interviews with participants who attended a leadership development program that was based on harnessing a career community for the purpose of peer coaching. The authors report the results of the study and its implications for leadership development programs. Design/methodology/approach – The authors chose a qualitative methodology to conduct this exploratory examination, where the authors conducted in-depth interviews with participants in a unique leadership development program which involved peer group coaching supplemented by one-on-one personal coaching. A key reason for adopting a qualitative methodology was that the authors were looking for a deeper understanding of interviewees’ perceptions and experiences regarding peer coaching. The first component of the leadership program involved eight peer coaching sessions over a 12-month period. Participants met in small, exclusive groups – typically in cohorts of seven to eight peers, but as many as 12 peers – every six weeks to discuss a variety of topics relevant to their jobs and stage of career and to provide each other with peer coaching and advice. Each group was comprised of people from different organizations. Sessions were led by a facilitator and lasted three hours each. The authors conducted in-depth interviews with 17 graduates of the program. The sample comprised 14 women and three men. Interviews were audio taped and transcribed verbatim and then analyzed using thematic analysis (King, 2004) to identify the key themes in interviewees’ experiences of the respective program. Findings – Thematic interpretation of participants’ responses yielded the following four major themes: first, the value of a learning community; second, the utility of a formal approach to peer coaching; third, the value of diversity and “externality”; and fourth, the value of an open learning environment (each fully described in the manuscript). The study revealed that external peer coaching and personal coaching deliver distinct types of value as part of a complete leadership development program. Research limitations/implications – This was a case study and specific to one leadership development program. Consequently, the authors cannot necessarily generalize the findings. Practical implications – The findings draw critical attention to the major contribution that learning communities can make toward leadership development. Although many leadership development programs assume that “leadership” is best learned from top leaders (e.g. Presidents and CEOs), organizations can acquire unique benefits by leveraging the concept of peer coaching, which can produce substantial results by having managers at the same organizational level learn from each other. In addition, the study underscores the potential value of external sources of peer coaching and leader development. Organizations may further maximize such benefits by sending their mid and senior-level managers to external peer coaching programs, which can deliver unique value in addition to any internal leadership development initiatives. Social implications – This study underscores the need to better bridge the gap between two literatures – careers and leadership development. Career scholars explore the activities involved in developing careers (e.g. career communities) and leadership development scholars explore activities involved in developing leaders. This study demonstrates the value of integrating knowledge from both these literatures to suggest that learning communities can impact leadership development in significant and positive ways. Originality/value – This study makes a novel contribution to the literature addressing leadership development. It draws attention to the use of career communities for leadership development – an issue which has largely been ignored. In addition, while much of the extant research has focussed on either academic or student participants, the study focussed on business professionals. Few studies have examined the use of peers from outside organizations to serve as coaches for leadership development.

A conceptual model for understanding the process of self-leadership development and action-steps to promote personal leadership development

2014 ◽  
Vol 33 (4) ◽  
pp. 299-323 ◽  
Author(s):  
Stanley Ross
Keyword(s):  
Leadership Development ◽  
Conceptual Model ◽  
Singular System ◽  
Comprehensive Overview ◽  
Leadership Development Programs ◽  
Content Type ◽  
Critical Dimensions ◽  
Internal States ◽  
The Individual ◽  
External Forces

Purpose – The goal of the leadership development process is to enable the individual to learn how to become a self-leader and for any organization to develop leaders. Self-leadership represents an individual's ability to exercise control (self-efficacy) over his or her choice of situations in which to participate in and to provide intrinsic rewards that are usually associated with achieving goals. The paper aims to discuss these issues. Design/methodology/approach – This study presents and describes a conceptual model that will help us to understand the critical dimensions (e.g. self-esteem) associated with self-leadership and the interrelatedness of these dimensions. Findings – The conceptual model that the author describes in this paper provides a comprehensive overview of self-leadership that extends Neck and Manz's (2010) conceptual model. It does so by identifying all the critical super ordinate mediators referred to by Deci et al. (1981) as internal states (referred to in this study as “dimensions”). These “dimensions” are then organized into his or her own singular system which leads to specific types of behavior. Through elucidating the important mediators and learning about and understanding how behavior, an individual's internal processes and external forces influence each other (in what Manz, 1986; Bandura, 1978 refer to as reciprocal determinism), we can begin to understand how to design more effective leadership development programs. Additionally, by studying these mediators any organization can develop clearly defined profiles of potential leaders; in turn, this will help an organization screen candidates more effectively to fill leadership jobs. Originality/value – This concept piece offers a comprehensive model of the self-leadership process that includes all the important issues and the relationship among the important issues.

Strategic leadership competencies: what is it and how to develop it?

2016 ◽  
Vol 48 (8) ◽  
pp. 394-399 ◽  
Author(s):  
Zumalia Norzailan ◽  
Rozhan B. Othman ◽  
Hiroyuki Ishizaki
Keyword(s):  
Leadership Development ◽  
Leadership Competencies ◽  
Learning Theories ◽  
Strategic Leadership ◽  
Development Programs ◽  
Leadership Programs ◽  
Empirical Examination ◽  
Leadership Development Programs ◽  
Content Type ◽  
Practice Experience

Purpose The purpose of this paper is to discuss the nature of strategic leader competencies and the learning methodologies that should be used to develop them. Design/methodology/approach A review of the literature on strategizing was done to formulate a model of strategic leadership competencies. This paper also draws from various work on learning to propose how strategic leadership competencies program should be designed. Findings The literature highlights the importance of incorporating deliberate practice, experience density, reflective learning and mentoring into strategic leadership development programs. Research limitations/implications This is a conceptual work that draws from secondary material. Further empirical examination can help validate the ideas proposed here. Practical implications This paper provides a better understanding of how developing strategic leadership competencies are distinct from other leadership programs. It also provides practitioners with an understanding on how to design their strategic leadership development programs. Originality/value This paper adds a new dimension to the discourse on strategic leadership development programs by bringing together learning theories from sports education and managerial learning.

Crane company raises the standards in employee development

2014 ◽  
Vol 22 (3) ◽  
pp. 31-34
Keyword(s):  
Leadership Development ◽  
Employee Development ◽  
Leadership Competencies ◽  
Development Programs ◽  
Self Assessment ◽  
Leadership Development Programs ◽  
Content Type ◽  
Leadership Quality ◽  
Wide Range ◽  
Lifting Equipment

Purpose – The purpose of this article was to explore the wide variety of employee-development initiatives at an international manufacturer of lifting equipment. Design/methodology/approach – Examines the reasons for the various programs, the form they take and the results they have achieved. Findings – Describes the company’s system of self-assessment questionnaires, its key leadership competencies, the measurement of leadership quality, the various leadership-development programs, the talent-management system, the employment of apprentices and the company’s new training center. Practical implications – Reveals the wide range of benefits that having a well-trained workforce brings to the company and its clients. Social implications – Highlights the benefits to individual workers, and so to society as a whole, of good employee development. Originality/value – Details the wide variety of ways in which a successful international manufacturing company develops its employees.

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