Taking the outsider route to learning

2016 ◽  
Vol 30 (2) ◽  
pp. 28-30
Author(s):  
Graham Cole
Keyword(s):  
Leadership Development ◽  
Experiential Learning ◽  
Case Studies ◽  
Team Building ◽  
Action Learning ◽  
Organizational Success ◽  
Self Awareness ◽  
Transfer Of Knowledge ◽  
Key Factors ◽  
Content Type

Findings When it comes to identifying key factors to organizational success, leadership is invariably uppermost in many minds. It is thus hardly surprising that firms afford leadership development as the top priority. Expert in the field Morgan McCall perfectly articulated its importance when commenting on the imprudence of leaving leadership development to chance. Leadership development comes in an array of shapes and sizes. Mentoring, action learning, case studies, job assignments and experiential learning are just some of the methodologies commonly utilized. Transfer of knowledge, team building, raising self-awareness and increasing the ability to interact with others are core objectives typically pursued.

Cultural and organizational integration in cross-border M&A deals

2017 ◽  
Vol 30 (7) ◽  
pp. 1109-1135 ◽  
Author(s):  
Andrei Panibratov
Keyword(s):  
Case Studies ◽  
Multinational Enterprises ◽  
Emerging Market ◽  
Strong Support ◽  
Annual Reports ◽  
Integration Process ◽  
Key Factors ◽  
Content Type ◽  
Cross Border ◽  
Organizational Integration

Purpose The purpose of this paper is to identify key factors that influence the integration process in cross-border mergers and acquisitions (M&A) deals of emerging multinational enterprises (EMNEs). The research questions are: how national and organizational culture coupled with other organizational characteristics influence M&A deals of EMNEs? Which factors influence the process of cultural and organizational integration in cross-border M&A deals, initiated by EMNEs? What is the effect and consequences that different integration factors have on cross-border M&A deals by EMNEs? Design/methodology/approach The paper is based on a multiple case study research, considering cross-border deals of Chinese and Russian firms separately. Each block consists of two cases, describing M&A integration of companies operating in two sectors: high technology and finance. The authors obtained the data for case studies from companies’ official websites, annual reports, press releases, other official documents where companies were mentioned, business-media sources (newspapers and magazines), published interviews, documented speeches, letters, laws, as well as through blogs and social networks. The authors have also used the published information from articles, books, databases, and previously conducted case studies. Findings The authors have identified the factors influencing deals’ results of Chinese and Russian MNEs, with explanation based on case studies’ analysis. The full list of factors is presented in Table IV in the manuscript. The authors have also identified the set of elements that were derived from the case studies’ analysis only, without having any strong support in the literature, such as changes at a senior management level, educational and business exchanges, CSR policy, and the government involvement. Originality/value The authors have identified the key factors that influence integration of emerging market firms in cross-border M&A deal. The list of factors was adjusted and actualized in accordance with the results of four cases of cross-border M&A deals of Chinese or Russian companies. As a result, the authors founded the combination of characteristics of cultural and organizational integration process of firms from China and Russia.

A small initiative in the journey of making leaders with the help of authentic leadership model

Kybernetes ◽  
2018 ◽  
Vol 47 (10) ◽  
pp. 1956-1972 ◽  
Author(s):  
Archana Shrivastava
Keyword(s):  
Leadership Development ◽  
Process Model ◽  
Authentic Leadership ◽  
Research Study ◽  
Self Regulation ◽  
Main Stream ◽  
Self Awareness ◽  
Content Type ◽  
Effective Manner ◽  
Mind Maps

Purpose This research study uses authentic leadership (AL) model for leadership development. The purpose of this paper is to focus on the developmental perspective where the attention is on the processes. As the authenticity involves both owing one’s personal experiences and acting in accordance with one’s true self, the emphasis is on self-awareness and self-regulation. The influence of the person’s personal history and trigger events are considered as significant antecedents for generating AL. As the research was facilitated by the participation and collaboration of the number of individuals with the researcher for common purpose, i.e. developing AL, action research methodology is adopted. Design/methodology/approach The methodology used was based on the self-assessment exercises in the controlled environment. The programme used intensive counselling sessions, Neuro Linguistics programming (NLP), career autobiographies, mind maps, workshops and storytelling sessions as tools. Certified counsellors and trainers were out-sourced for conducting such sessions. With the information generated through various sources, detailed career autobiographies of students’ self-image were generated. These reports were then critically analysed on “Nvivo”, a software that supports qualitative and mixed research methods. Comprehensive data analysis was done to pull the information together and make sense of it. The development process model of AL began with how individuals interpret their accumulated life experiences with the “Who I am?” approach. NLP was used as a research instrument which involved question-based discussions, value elicitation exercise and “Anchoring and Mentor table”. The results that came after the exercises were reported by the students in a one-page autobiography. Findings The students learnt to live by their inner compass. They were finally able to relate themselves and their identity with their beliefs, thereby, understanding the term, “Who Am I”; the intentions closely related with the components of AL. Students realized that each one of them was unique. What lied beneath were exposed and the students were more at ease once they realized that they were able to balance these emotions and use them towards behaving congruently. The research concluded that doing such kind of exercises along with the main stream subjects is definitely going to help students emerge as a better person, employee and an authentic leader in the future. Practical implications The approach helped students become self-aware and self-confident and therefore enhanced their capacity to adapt positively to social set ups personally and professionally. The results suggest that such leadership development programmes along with the main stream subjects can foster AL giving students new abilities and embodied skills to deal with the practical challenges of life in a more effective manner. Originality/value This research study supports new emerging strategy of educating managers to become effective leaders and demonstrate that the development of AL can be fostered by such interventions during their journey of becoming leaders. Further, researches on whether AL can be developed through planned interventions can be certified through longitudinal studies in this area.

Fueling leadership in yourself: a leadership development program for all types of health-care workers

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nathan Houchens ◽  
Stacy L. Sivils ◽  
Elizabeth Koester ◽  
David Ratz ◽  
Jennifer Ridenour ◽  
...  
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Experiential Learning ◽  
Employee Engagement ◽  
Health Care Workers ◽  
Development Program ◽  
Learning Methods ◽  
Content Type ◽  
Daily Work ◽  
Care Workers

Purpose Leadership development may be a key strategy to enhance job satisfaction, reduce burnout and improve patient safety in health-care systems. This study aims to assess feasibility of a leadership development series in an effort to invigorate a collaborative culture, create peer networks and elevate autonomy in daily work. Design/methodology/approach The authors implemented a collectivistic leadership development series titled Fueling Leadership in Yourself. The series was designed for all types of health-care workers in the medicine service at a tertiary referral center for veterans. Two series of leadership development sessions with varied experiential learning methods were facilitated by content experts. Subjects focused on leadership approaches and attributes applicable to all roles within a health-care system. The authors collected participant perceptions using pre- and post-series surveys. Primary outcomes were understanding and applicability of leadership concepts, employee engagement in leadership, satisfaction with training and work environment and qualitative reflections. Findings A total of 26 respondents (of 38 participants) from 8 departments and several role types increased their knowledge of leadership techniques, were highly satisfied with and would recommend the series and found leadership principles applicable to their daily work. Participants continued to use skills years after the series. Practical implications Short, intermittent, collectivistic leadership development sessions appear effective in expanding knowledge, satisfaction and skills used in daily practice for a diverse group of health-care workers. Originality/value Novel programmatic aspects included inviting all types of health-care workers, practicing universally applicable content and using a variety of active, experiential learning methods.

By the seat of your pants

2019 ◽  
Vol 33 (4) ◽  
pp. 33-35
Keyword(s):  
Heart Rate ◽  
Experiential Learning ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Content Type ◽  
Pertinent Information ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context. Findings The aim of the research here was to investigate the impact experiential learning can have on an organization, and what kind of factor the stress of leadership can be. It was found that increased heart rate and engagement can improve learning in stressful situations. 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.

Managers’ unexpected view of the future

2017 ◽  
Vol 25 (6) ◽  
pp. 16-18
Keyword(s):  
Leadership Development ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Top Managers ◽  
The Future ◽  
Pertinent Information ◽  
And Training ◽  
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 Findings show that top managers do not very actively consider either leadership or leadership development (LD) when asked to consider the HR challenges of the future. In addition, when they did so, the ideas of LD were mostly traditional and individual-centered. Only a few of the informants connected LD to business needs. The comments mainly reflected ideas of heroic leadership and training. 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.

Leader, “know yourself”: bringing back self-awareness, trust and feedback with a theory O perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ngaio Crook ◽  
Ozan Nadir Alakavuklar ◽  
Ralph Bathurst
Keyword(s):  
Leadership Development ◽  
Organizational Context ◽  
Small Sample ◽  
Theory And Practice ◽  
Self Awareness ◽  
Structured Interviews ◽  
Theory U ◽  
Conceptual Tool ◽  
Content Type ◽  
Experience Of Change

PurposeThis paper explores how leaders identify their roles and selves when they lead change in a dynamic organizational context.Design/methodology/approachUsing a qualitative approach, ten ICT leaders participated in semi-structured interviews depicting their experiences of change. A thematic method of interpretative analysis was used to develop findings, supported by Theory U as a conceptual tool for leadership self-awareness.FindingsLeaders struggle with organizational constraints and boundaries, specifically the complexities that form and limit their leadership underpinned by unrealistic expectations due to the construction of romanticized heroic leadership. While these restrictions lead to feelings of detachment of leaders from their organizations, leadership development exists in the acts of letting go of old behaviors, and welcoming emergence and experimentation by trusting more.Research limitations/implicationsThis study may be limited by its small sample and the use of one framework to make sense of the leaders' experience of change. It confirms that change can challenge organizing norms and how leadership is identified.Practical implicationsDespite the feeling of detachment from their organizations, developing greater self-awareness, being open to new ideas and trusting more can bring about better organizational outcomes, which is represented with Theory O as a contribution both for theory and practice.Originality/valueThis study illustrates (1) leaders' inner work or personal experience of change, and (2) how improvement of self-awareness can contribute to the involvement of leaders to the change process. Based on self-awareness, trust and feedback relationship, this study suggests a new practical and conceptual tool called Theory O by advancing Theory U.

scholarly journals Academic leadership development programs: a model for sustained institutional change

2014 ◽  
Vol 27 (6) ◽  
pp. 1008-1024 ◽  
Author(s):  
Ortrun Zuber-Skerritt ◽  
Ina Louw
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Institutional Change ◽  
Process Model ◽  
Academic Staff ◽  
Action Learning ◽  
Development Program ◽  
Theory And Practice ◽  
Content Type ◽  
Multiplier Effect

Purpose – The purpose of this paper is to evaluate a leadership development program (LDP) for senior academic staff on “qualitative research” after two years to establish the success, limitations and overall impact of the program in terms of personal, professional and organizational benefits. Design/methodology/approach – The paper presents the background, outline of the LDP and evaluation of results through participant feedback: at the end of the program; and after two years, using a “participatory action learning and action research” (PALAR) approach. Findings – All participants were very positive about the design, conduct and learning outcomes of the program in terms of their own and their students’ learning during and after the program. But although the workshop had prepared them, some had not cascaded their learning and skills by conducting similar programs in their department, faculty or university wide, which was one of the main original objectives to achieve a multiplier effect across the institution. The authors discuss various reasons for this shortcoming and develop a process model for positive institutional change management in higher education. Research limitations/implications – Medium- and long-term effects of an LDP need to be followed up after a timespan of one to three or five years to establish whether the development has been effective and sustainable and to learn from limitations and shortcomings for future R&D activities. Practical implications – The authors identify the limitations and suggest practical institutional changes that encourage cascading of learning in theory and practice with a multiplier effect. Social implications – The paper aims to assist higher education institutions to ensure sustainability in their LDPs. Originality/value – The process model for leadership development in higher education can be adopted, adapted or further developed by other scholars interested in designing, conducting and evaluating a sustainable LDP in their field and organization.

Developing the Theater of Leadership

2015 ◽  
Vol 17 (3) ◽  
pp. 337-347 ◽  
Author(s):  
Tammy Tawadros
Keyword(s):  
Leadership Development ◽  
Experiential Learning ◽  
Leadership Behavior ◽  
Systematic Evaluation ◽  
Self Awareness ◽  
Improvisational Theater ◽  
Group Context ◽  
Interactive Drama ◽  
Hrd Professionals ◽  
Effective Use

The Problem Recent models of leadership emphasize the importance of adaptive, strategic, and socio-emotional capabilities for success. The development of leadership has transformed from teaching about the concept to an experiential learning of leadership, an approach that focuses on identity and problem solving. Over the past decade, improvisational theater and interactive drama based leadership development has received increasing attention; moreover, many advocate its use as a powerful and innovative experiential learning tool, to foster self-awareness and increase ability to deal with the unexpected and unpredictable. Through simulated, unscripted scenarios with actors, improvisation allows experimentation, discovery, and rehearsal of leadership behavior in a group context. It generates individual, relational learning that is immediate, emergent, and relevant to the emotional and cognitive complexities of real-world leadership. There is a paucity of literature on theater-based leadership. This makes it difficult for HRD professionals to justify giving theater-based leadership development (TBLD) techniques preference over other, less resource-intensive techniques. The Solution This article proposes a practical model for the systematic evaluation of TBLD techniques . A pathway mapping approach will be used. The model draws on recent social psychology research on social interaction and identity. Based on this, “micro” analytic techniques of discursive psychology and conversation analysis are proposed to examine patterns of leadership interaction behavior. The findings are to be used as a basis for building a “high fidelity,” evidence-based methodology for role-play and improvisation as development training for leaders. The approach offers a clear framework for HRD professionals. It will be used to analyze and inform the effective use of TBLD. This article is purely theoretical; it does not include empirical research. The Stakeholders Many can potentially benefit by using TBLD techniques, including human resource (HR) professionals and HRD practitioners, leadership development specialists and training providers, organization development practitioners, and professional actor trainers.

Leaders should be first among equals

2010 ◽  
Vol 24 (5) ◽  
pp. 29-32
Keyword(s):  
Leadership Development ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Social Impact ◽  
Content Type ◽  
Fertile Ground ◽  
Pertinent Information ◽  
Practical Implications

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsAnyone who has been an employee for many years, and has worked for several different companies during that time, will know that it's extremely difficult to make sweeping statements about bosses. In a few cases they might have got there through ambition as much as talent, although a judicious combination of the two is more likely, and they are not always people with whom you would want to spend an evening in a bar. But once in situ, leaders' approaches to their role differ too much to make generalizations possible. This all provides fertile ground for experts examining leadership development.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Social implicationsProvides strategic insights and practical thinking that can have a broader social impact.Originality/valueThe 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.

Effective leadership today – character not just competence

2016 ◽  
Vol 44 (1) ◽  
pp. 20-29 ◽  
Author(s):  
Brian Leavy
Keyword(s):  
Leadership Development ◽  
Design Methodology ◽  
Development Process ◽  
Business Success ◽  
Self Awareness ◽  
Content Type ◽  
Key Skills ◽  
Self Development ◽  
New Directions ◽  
Primary Focus

Purpose – Three recent publications by noted authors offer valuable insights into the new directions that leadership development thinking and practice now need to take, with all of three books placing particular emphasis on the importance of character, identity and values, not just competence. Design/methodology/approach – Organizational psychologist Fred Kiel’s book, Return On Character sets out to show that the strength of a leader’s character is an important driver of business success and to examine the implications for leadership development. Discover Your True North by Harvard professor and former CEO of Medtronic Bill George examines why the self-development process of discovering one’s core values and passion (authenticity) to lead is essential to becoming an engaging and empowering leader. The theme of leadership as a life-long developmental challenge is Robert Kaplan’s primary focus in What You Really Need to Lead. Findings – Kiel’s data revealed a clear relationship between the strength of a leader’s character and demonstrated mastery of these key skills, with virtuosos “consistently” outperforming their more self-focused peers. Originality/value – One of the reasons that character matters is that leaders who more consciously and persistently search for greater self-awareness over the course of their careers tend to become ever more capable of questioning “not only the ideas of others” but even their “own most cherished beliefs,” and as a result, their understanding of their life, their business, their marketplace, and the global forces that shape them “enters a state of continual growth and development.”

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