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.

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.

Return on investment in healthcare leadership development programs

2018 ◽  
Vol 31 (1) ◽  
pp. 77-97 ◽  
Author(s):  
Maya M. Jeyaraman ◽  
Sheikh Muhammad Zeeshan Qadar ◽  
Aleksandra Wierzbowski ◽  
Farnaz Farshidfar ◽  
Justin Lys ◽  
...  
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Health Care Outcomes ◽  
Leadership Quality ◽  
Care Outcomes ◽  
Evaluative Instrument ◽  
The Impact

Purpose Strong leadership has been shown to foster change, including loyalty, improved performance and decreased error rates, but there is a dearth of evidence on effectiveness of leadership development programs. To ensure a return on the huge investments made, evidence-based approaches are needed to assess the impact of leadership on health-care establishments. As a part of a pan-Canadian initiative to design an effective evaluative instrument, the purpose of this paper was to identify and summarize evidence on health-care outcomes/return on investment (ROI) indicators and metrics associated with leadership quality, leadership development programs and existing evaluative instruments. Design/methodology/approach The authors performed a scoping review using the Arksey and O’Malley framework, searching eight databases from 2006 through June 2016. Findings Of 11,868 citations screened, the authors included 223 studies reporting on health-care outcomes/ROI indicators and metrics associated with leadership quality (73 studies), leadership development programs (138 studies) and existing evaluative instruments (12 studies). The extracted ROI indicators and metrics have been summarized in detail. Originality/value This review provides a snapshot in time of the current evidence on ROI indicators and metrics associated with leadership. Summarized ROI indicators and metrics can be used to design an effective evaluative instrument to assess the impact of leadership on health-care organizations.

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.

Leading and managing: it takes two to tango

2005 ◽  
Vol 43 (7/8) ◽  
pp. 1010-1017 ◽  
Author(s):  
Thomas W. Kent
Keyword(s):  
Leadership Development ◽  
Leadership Behaviors ◽  
Leadership Competencies ◽  
Entrepreneurial Leadership ◽  
Development Programs ◽  
Practical Application ◽  
Leadership Selection ◽  
Leadership Development Programs ◽  
Content Type ◽  
Starting Point

PurposeTo create a starting point for defining the processes of leading and managing in a way that enables both the separation and distinction of the concepts for study as well as the integration of the concepts for practical application.Design/methodology/approachThe paper draws on research that describes specific behaviors involved in leading and in managing; and it proposed a model that might be used to think about the integration of the two processes – leading and managing. The paper further describes the specific competencies involved in both leading and in managing.FindingsThe paper suggests that the current literature is particularly confusing as a result of the lack of agreement and specificity regarding the nature of the processes of leading and managing. The literature suffers from a proliferation of “spin off” forms of leadership – such as strategic leadership, entrepreneurial leadership, etc. – as well as from using the two terms as replacements for each other.Originality/valueThis discussion should further the research on the study of leadership competencies and leadership behaviors. It should also prove useful to those wishing to develop leadership development programs, leadership selection criteria, and more.

Crisis leadership from the perspective of employees during the COVID-19 pandemic

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jaimee Felice Caringal-Go ◽  
Mendiola Teng-Calleja ◽  
Edna P. Franco ◽  
Jason O. Manaois ◽  
Rae Mark S. Zantua
Keyword(s):  
Leadership Development ◽  
Leadership Competencies ◽  
Crisis Leadership ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Norms And Values ◽  
Taking Charge ◽  
And Behaviors ◽  
Difficult Times

PurposeThe purpose of the paper is to identify traits and behaviors of organization leaders that were deemed helpful by employees during the COVID-19 pandemic.Design/methodology/approachThis is an exploratory qualitative study that utilized online surveys. Data from 155 participants were subjected to content analysis.FindingsSeveral interrelated traits and behaviors of effective crisis leadership were identified. These were clustered into three superordinate themes – attending to the person, taking charge and showing the way forward and sustaining the spirit.Research limitations/implicationsFindings from this paper can be furthered by conducting quantitative studies to validate themes and/or test a conceptual model of effective crisis leadership. Gathering data from other populations at different points in time during the COVID-19 pandemic may also be useful.Practical implicationsA review of leadership development programs and organization norms and values is recommended in order to ensure that they are consistent with crisis leadership competencies.Originality/valueThis paper helps address the gap on follower-centered perspectives about organizational leadership responses to crises and highlights the importance of care and compassion in leading employees during difficult times.

Military leadership development strategies: implications for training in non-military organizations

2017 ◽  
Vol 49 (7/8) ◽  
pp. 357-364 ◽  
Author(s):  
Michael Kirchner ◽  
Mesut Akdere
Keyword(s):  
Leadership Development ◽  
Leadership Competencies ◽  
Development Strategies ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Military Organizations ◽  
The Usa ◽  
The Military ◽  
The Impact

Purpose The purpose of this paper is to explore how branches of the USA military conduct leadership development of their members to build on existing knowledge of effective approaches. The military, often credited for its ability to develop leadership competencies, has been overlooked and offers a new context for consideration in training. Training strategies presented may offer organization leaders new insight into enhancing current leadership development programs. Design/methodology/approach A review of accessible military doctrine in recent decades was conducted to determine leadership development methodology for possible transferability into industry. Findings The military’s diverse perspectives on service member leadership development offered insightful methods for application in commercial training. Four development strategies were identified and are discussed. Research limitations/implications The purpose of the military is unique from non-military organizations and, as such, each of the leadership development training approaches may not be applicable or feasible for traditional employees. Further exploration of leadership development in the US military is required to better understand the impact of the training. Originality/value A review of existing literature revealed little evidence of examining the military’s approach to developing leaders, even though employers claim to hire veterans because of their leadership abilities. Each of the identified development components are distinguishable from traditional leadership programs and present readers a series of opportunities to consider.

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.

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.

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