Leadership as enabling function for flourishing by design

2016 ◽  
Vol 7 (1) ◽  
pp. 126-144 ◽  
Author(s):  
Rob Elkington ◽  
Antony Upward
Keyword(s):  
Leadership Development ◽  
Organizational Design ◽  
Development Program ◽  
First Century ◽  
Ongoing Research ◽  
Core Motif ◽  
Content Type ◽  
Structural Capital ◽  
Core Elements ◽  
Quasi Experimental

Purpose The purpose of this paper is to alert the reader to the urgent need to address the most pressing challenge and opportunity of the twenty-first century, namely, leadership that enables flourishing for all forever. Design/methodology/approach This conceptual paper suggests a heuristic for the reader and supplies a working model of leadership as enabling function for flourishing that arises from a survey of the literature around leadership development, as well as a brief review of the literature on flourishing. Findings The paper highlights the reality that there are, as yet, only a small number of organizations and leadership that have conceptualized and implemented the notion of flourishing by design and that a great deal more research and implementation needs to occur to prove the validity of the model. Research limitations/implications There is a need to undertake quasi-experimental research in which leadership development praxis incorporates the element of flourishing by design and then action research through which the outcomes can be measured, modified and ongoing improvements iterated into the organizational design. Practical implications This paper suggests a different mindset and skillset for leadership and, by implication, leadership development. The ongoing research into “Seeking Best Methods for Leadership Development”, through the authors’ Round 1 Delphi survey has uncovered the elements of Human Capital, Social Capital, Structural Capital and Self Leadership, as core elements desired by global CEOs as necessary for an effective leadership development program. What the authors did not probe for, and need to probe for, is the element of “Flourishing Capital” or the degree to which the leadership might be developed to serve as an enabling function for flourishing for all forever. Social implications If organizations design flourishing into the raison d‘être of the organization, then organizations will seek and develop leadership that has flourishing as a core motif and focus. If organizational leadership supports and enhances flourishing as a central motif, then a shift will occur from profit only to profit that supports flourishing for all forever. Originality/value The paper highlights the reality that there are, as yet, only a small number of organizations and leadership that have conceptualized and implemented the notion of flourishing by design and that a great deal more research and implementation needs to occur to prove the validity of the model.

Global leaders’ perceptions of elements required for effective leadership development in the twenty-first century

2017 ◽  
Vol 38 (8) ◽  
pp. 1038-1056 ◽  
Author(s):  
Rob Elkington ◽  
Noel James Pearse ◽  
Jennifer Moss ◽  
Madeleine Van der Steege ◽  
Suzanne Martin
Keyword(s):  
Leadership Development ◽  
Development Strategy ◽  
Delphi Study ◽  
Effective Leadership ◽  
Development Program ◽  
Current Data ◽  
First Century ◽  
Content Type ◽  
Four Dimensions ◽  
Twenty First Century

Purpose The purpose of this paper is to develop a clear answer to the question “how is leadership developed?” This research utilized the knowledge of leadership development experts and their collective expertise to identify the critical elements required for a high-quality leadership development program. Design/methodology/approach The Lockean Inquiring System approach to the Delphi technique was used to solicit the views of experts in leadership and leadership development from around the world. Experts for Round 1 of the Delphi were drawn from a random sampling of 100 people, comprising leadership researchers, coaches, and organizational leaders, not personally known to the lead researcher of this project, but in his LinkedIn network. A response rate of 13 percent (n=13) yielded a rich range of qualitative data. Responses from the first round of the Delphi were analyzed using open coding and categorized into four themes, representing four sets of competencies required of leaders. Findings The four themes were labeled as contextual, human capital, social capital, and structural capital, all of which were seen by participants as being central to the development of collective leadership. Based on these themes, this paper identifies a useful list of key leadership development tactics from which those wishing to develop a leadership program can work. Research limitations/implications As the first round of a Delphi study, the authors are limited to presenting only the key elementary empirical judgments. Subsequent study with an expanded sample size and a refined set of questions rooted in the current data will contribute further to the development of factual propositions related to leadership development for the twenty-first century. The Delphi survey is a “snapshot” approach and presents a holographic-type image of the complex whole. The authors plan to triangulate the data by significantly expanding the pool of Delphi experts and conducting the Round 1 survey a second time with a larger international group of respondents that fit the criteria of expert. Practical implications This paper presents four dimensions of an effective leadership development strategy. Originality/value Core elements of the best methods for leadership development have been identified by leadership development experts, which serve as a basis for developing leadership as a collective, and for further research.

scholarly journals Developing leadership skills and resilience in turbulent times

2016 ◽  
Vol 35 (2) ◽  
pp. 154-169 ◽  
Author(s):  
Robert Holmberg ◽  
Magnus Larsson ◽  
Martin Bäckström
Keyword(s):  
Leadership Development ◽  
Self Efficacy ◽  
Development Program ◽  
Mail Survey ◽  
Well Being ◽  
Control Group ◽  
Content Type ◽  
Quasi Experimental ◽  
Health And Well Being ◽  
Outcomes Of Leadership

Purpose – The purpose of this paper is to evaluate a leadership program in a way that captures leadership self-efficacy, political skills (PS) and resilience in the form of indicators of health and well-being that would have relevance for leadership roles in turbulent organizations. Design/methodology/approach – The design was quasi-experimental with pre- and post-measurement with unequal controls. Measurement was made through a mail survey before and after the leadership development program. n=107. Findings – Program participants differed from the control group in the post-measurement in that they reported higher levels on leadership self-efficacy and had better health compared to a year earlier. Research limitations/implications – Concepts like leadership self-efficacy, PS and measures of health and well-being can be used to operationalize and measure broad and contextually relevant outcomes of leadership development. Practical implications – Evaluation of leadership development can benefit from including these more psychologically relevant and generic outcomes. Originality/value – The study illustrates how psychologically based concepts can help to elucidate key outcomes of leadership development that can be critical for meeting the challenges in the turbulent and fluid work situation managers currently meet.

Authentic leadership and mindfulness development through action learning

2016 ◽  
Vol 31 (1) ◽  
pp. 296-311 ◽  
Author(s):  
Louis Baron
Keyword(s):  
Leadership Development ◽  
Repeated Measures ◽  
Authentic Leadership ◽  
Action Learning ◽  
Development Program ◽  
Structured Interviews ◽  
Content Type ◽  
Quasi Experimental ◽  
Leadership Development Program ◽  
Learning Principles

Purpose – The purpose of this paper is to evaluate a three-year training program based on action learning principles with regard to its effectiveness in fostering authentic leadership (AL) and mindfulness among the participants. Design/methodology/approach – Data were obtained using a mixed-method design. Quantitative data were collected using a quasi-experimental sequential cohort design with comparison group, in which 143 participants responded to a self-evaluation questionnaire up to six times over a three-year period. Semi-structured interviews were also conducted with 24 managers. Findings – The results indicate that, as participants evolved through the leadership development program, self-reports of AL and mindfulness increased significantly and linearly as determined using repeated measures ANOVA, paired t-tests, and content analysis of interviews. Practical implications – The results suggest that a leadership development program based on action learning principles can foster the development of AL and mindfulness. The core elements of action learning (i.e. working on real problems, gaining new insights in a supportive and confrontational environment of one’s peer) appear to be key to bringing about real changes in the behavior of participating managers and maximizing the chances of generating lasting effects. Originality/value – This is the first longitudinal study to demonstrate that the development of mindfulness and AL – which calls for internalization of attitudes and behaviors – can be fostered by a leadership development program. The question of whether AL can be developed through planned interventions is paramount for advancing theory and research on AL.

Identifying high potentials early: case study

2018 ◽  
Vol 37 (9/10) ◽  
pp. 684-696 ◽  
Author(s):  
Igor Kotlyar
Keyword(s):  
Leadership Development ◽  
University Students ◽  
Early Stage ◽  
Development Program ◽  
Content Type ◽  
Leadership Potential ◽  
High Potentials ◽  
Early Case ◽  
Leadership Development Program

Purpose Driven by a shortage of leadership capacity, companies are seeking to identify leadership talent earlier. Some companies are introducing programs to identify leadership potential among university students and then hire “high potentials” directly into management designate roles. The purpose of this paper is to explore one such early-stage leadership development program. Currently, little information is available about these initiatives. Design/methodology/approach Case study based on interviews with 18 managers and director of HR and archival employee records. Findings This case study provides a detailed description of an early-stage leadership identification and development program. This program has been developed to identify leadership talent among senior university students prior to hiring and onboarding, provide support, training and development and fast-track them into leadership positions. The study provides insight into the challenges and effectiveness of an early-stage leadership program and offers some practical implications. Originality/value To the author’s knowledge, this is the first study to document a leadership development program that identifies “high potentials” among university students for the purpose of developing them into company leaders.

Paradigm flip? Investigating technology-integrated history pedagogies

2017 ◽  
Vol 12 (3) ◽  
pp. 258-279 ◽  
Author(s):  
Josh DeSantis ◽  
Ryan Boyd ◽  
Kyle Marks ◽  
Jake Putsch ◽  
Terrance Shepler
Keyword(s):  
Technology Integration ◽  
Social Studies ◽  
Learning Outcomes ◽  
Statistical Significance ◽  
First Century ◽  
Social Studies Teachers ◽  
Content Type ◽  
Asynchronous Instruction ◽  
Quasi Experimental ◽  
Synchronous Technology

Purpose Successful technology integration into the teaching of social studies is imperative in the twenty-first century classroom. This study sought to answer the following questions: do synchronous and asynchronous technology integration increase a student’s understanding of social studies content? Are synchronous technology-integrated social studies lessons more effective than asynchronous technology-integrated social studies lessons? How do students perceive the effectiveness of a synchronous technology-integrated lesson vs the effectiveness of an asynchronous technology-integrated lesson? The paper aims to discuss these issues. Design/methodology/approach This paper presents the results of a quasi-experimental research project comparing the learning outcomes of students who participated in synchronous and asynchronous technology-augmented lessons. Findings The results of this study found that synchronous and asynchronous technology-enhanced lessons are both viable pedagogies for increasing a student’s understanding of social studies content. The results also yielded no statistical significance between the effectiveness of the synchronous instruction vs asynchronous instruction. However, a statistical significance exists when analyzing a student’s perception of their own learning. Students participating in synchronous technology-integrated instruction reported a higher confidence in the lesson’s ability to teach them, when compared to that of the asynchronous population. Originality/value By continuing to seek new ways to integrate technology effectively into classrooms, social studies teachers can design lessons more effectively to meet the needs of today’s social studies students. The need to understand the learning outcomes of various technology-integrated approaches will continue to grow as more technologies become available to social studies teachers.

Effectiveness of full range leadership development among middle managers

2015 ◽  
Vol 34 (9) ◽  
pp. 1161-1180 ◽  
Author(s):  
Teerapun Chaimongkonrojna ◽  
Peter Steane
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Effective Leadership ◽  
Middle Managers ◽  
Leadership Behaviors ◽  
Full Range ◽  
Development Program ◽  
Content Type ◽  
Full Range Leadership ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach – In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers. Findings – The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support. Research limitations/implications – The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments. Originality/value – The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

Towards understanding a multi-stakeholder approach in a youth leadership development program

2016 ◽  
Vol 12 (2) ◽  
pp. 143-153
Author(s):  
Manuel J. De Vera ◽  
Jose Enrique R. Corpus ◽  
Donn David P. Ramos
Keyword(s):  
Leadership Development ◽  
Stakeholder Engagement ◽  
Development Program ◽  
Theory And Practice ◽  
Youth Leadership ◽  
Content Type ◽  
Stakeholder Approach ◽  
Youth Leaders ◽  
Youth Leadership Development ◽  
Multi Stakeholder

Purpose The purpose of this paper is to explore the experiences gained by participants of youth leadership development (YLD) programs that introduce multi-stakeholder processes as part of its training within the last five years. Moreover, the study delves into how participants are able to apply leadership and multi-stakeholder processes in their everyday lives and in their communities. Design/methodology/approach A perception survey of 41 respondents was conducted to examine leadership concepts identified and youth leadership practices in different social reform contexts. Findings Diverse challenges in terms of multi-stakeholder mobilization were evident in youth leaders’ engagement in communities. In spite of this, the YLD programs’ emphasis on multi-stakeholder process is very much embedded in the current youth leaders’ practice. Research limitations/implications The study contributes to the conduct of YLD programs, as well as on stakeholder engagement. Moreover, it contributes to advancing public leadership theory and practice by demonstrating how it extends to youth leadership experiences. Practical implications Multiple dimensions of YLD, especially in the realm of multi-stakeholder engagement, are discussed that may contribute to YLD programs. Originality/value To the best of knowledge, the authors provide the first study that investigates the contribution of the Bridging Leadership Framework that utilizes a multi-stakeholder approach in a YLD program using empirical data.

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.

Good intentions gone awry: investigating a strategically oriented MLD program

2020 ◽  
Vol 39 (3) ◽  
pp. 334-354
Author(s):  
Magnus Larsson ◽  
Melissa Carsten ◽  
Morten Knudsen
Keyword(s):  
Leadership Development ◽  
Social Identity Theory ◽  
Middle Managers ◽  
Development Program ◽  
Social Identification ◽  
Strategic Action ◽  
Complex Organizations ◽  
Content Type ◽  
Cascading Effects ◽  
Organizational Attitudes

PurposeComplex organizations increasingly rely on middle managers as strategic linking-pins between the top and bottom levels of the organization. Using social identity theory and commitment theory as the foundation, this study evaluates a management and leadership development program (MLDP) intended to engage middle managers as strategy creators and implementers. We also evaluate the cascading effects of leadership development by assessing changes in subordinates' identification with the leader, and commitment to the work unit and organization.Design/methodology/approachUsing a sample of 107 manager participants and 913 of their subordinates, this study measures differences in both manager and subordinate identification and commitment prior to and after the completion of a 6 months strategically oriented MLDP.FindingsDespite the organizations' best intentions, manager identification with and commitment to the organization decreased after completion of the MLDP. Similarly, subordinates identification with the leader and commitment to the organization also decreased at Time 2.Research limitations/implicationsThe results paint a complex picture of the nuances of social identification as an outcome of MLDPs, and problematize the notion of cascading effects on subordinates within the organization. Researchers are encouraged to further examine organizational attitudes and perceptions as outcomes of MLDPs.Practical implicationsSuggestions are offered regarding how practitioners can manage strategically oriented MLDPs in order to avoid identity confusion and promote strategic action.Originality/valueStrategically oriented MLDPs are increasingly popular in organizations. This study is one of the first to evaluate the theoretical mechanisms through which these programs may affect managers and problematize these effects for complex organizations.

Leadership development trends and challenges in the twenty-first century: rethinking the priorities

2020 ◽  
Vol 39 (1) ◽  
pp. 97-124
Author(s):  
Majd Megheirkouni ◽  
Ammar Mejheirkouni
Keyword(s):  
Leadership Development ◽  
First Century ◽  
Empirical Literature ◽  
Future Research ◽  
Leadership Theories ◽  
Research Directions ◽  
Content Type ◽  
Unethical Behaviors ◽  
Future Research Directions ◽  
Twenty First Century

Purpose The purpose of this paper is to understand challenges facing organizations in the twenty-first century and address these challenges through suggesting future leadership development based on relevant leadership theories, which would motivate and guide future research directions in a streamlined manner. Design/methodology/approach The present study adopted the exploratory literature review, using the integrative method, to review the theoretical and empirical literature on leadership development published since the 2000s, primarily focusing on research published in the Journal of Management Development. Findings The findings of the current review confirmed that leadership theories are the base for leadership development theories, particularly if the purpose is to address and overcome the current challenges facing organizations. The authors suggest that leadership theories and leadership development theories do not exist in isolation from one another, nor do they exist in isolation from challenges facing organizations. Research limitations/implications This review does not cover all studies before the 2000s nor other journals in the field of leadership. Originality/value Given that most organizations are suffering from one or more of the following issues: sexual scandals, unethical behaviors, individualism, crises and a low level of performance or productivity, the development of particular leadership skills has become a priority. This study is one of few studies guiding both future leadership development research directions and leadership development initiatives.

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