Lean leadership competencies: a multi-method study

2017 ◽  
Vol 55 (10) ◽  
pp. 2163-2180 ◽  
Author(s):  
André Seidel ◽  
Tarcísio Abreu Saurin ◽  
Giuliano Almeida Marodin ◽  
José Luis Duarte Ribeiro
Keyword(s):  
Leadership Development ◽  
Data Collection ◽  
Methodological Approach ◽  
Leadership Competencies ◽  
Face Validity ◽  
Leadership Development Programs ◽  
Content Type ◽  
Empirical Survey ◽  
Multi Method Approach ◽  
The Individual

Purpose The purpose of this paper is to define the individual leadership competencies that are necessary to implement and sustain lean systems, based on a multi-method approach. Design/methodology/approach Data collection involved a literature review of lean competencies, interviews with four experts from the university and the industry, and an empirical survey answered by 91 respondents, who represented companies from several sectors. These techniques provided a mix of qualitative and quantitative data, which set a basis for identifying a list of competencies and discussing its validity. Findings In total, 16 lean leadership competencies were identified and validated, in terms of content validity, face validity, and predictive validity. Regarding this latter validity type, the survey results indicated that the competencies are positively associated with key operational performance indicators, organizational maturity level of lean, and leaders’ experience with lean systems. Practical implications The identified list of competencies may be a basis for the development of formal lean leadership development programs. The list may also support the design of tools for assessing the competencies of leaders in lean companies. Originality/value A list of 16 lean leadership competencies was developed based on a verifiable research method that used a mix of data collection techniques. This methodological approach is a distinctive characteristic in comparison with earlier studies, which did not include an empirical validation of the competencies.

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.

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.

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.

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

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

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

scholarly journals The use of Twitter for innovation in business markets

2020 ◽  
Vol 38 (5) ◽  
pp. 587-601
Author(s):  
Helen Cripps ◽  
Abhay Singh ◽  
Thomas Mejtoft ◽  
Jari Salo
Keyword(s):  
Social Media ◽  
Peer Interactions ◽  
Methodological Approach ◽  
Relationship Building ◽  
Business Relationships ◽  
Structured Interviews ◽  
Content Type ◽  
B2b Marketing ◽  
Individual Level ◽  
The Individual

PurposeThe purpose of this research is to investigate the use of Twitter in business as a medium for knowledge sharing and to crowdsource information to support innovation and enhance business relationships in the context of business-to-business (B2B) marketing.Design/methodology/approachThis study uses a combination of methodologies for gathering data in 52 face-to-face interviews across five countries and the downloaded posts from each of the interviewees' Twitter accounts. The tweets were analysed using structural topic modelling (STM), and then compared to the interview data. This method enabled triangulation between stated use of Twitter and respondent's actual tweets.FindingsThe research confirmed that individuals used Twitter as a source of information, ideas, promotion and innovation within their industry. Twitter facilitates building relevant business relationships through the exchange of new, expert and high-quality information within like-minded communities in real time, between companies and with their suppliers, customers and also their peers.Research limitations/implicationsAs this study covered five countries, further comparative research on the use of Twitter in the B2B context is called for. Further investigation of the formalisation of social media strategies and return on investment for social media marketing efforts is also warranted.Practical implicationsThis research highlights the business relationship building capacity of Twitter as it enables customer and peer conversations that eventually support the development of product and service innovations. Twitter has the capacity for marketers to inform and engage customers and peers in their networks on wider topics thereby building the brand of the individual users and their companies simultaneously.Originality/valueThis study focuses on interactions at the individual level illustrating that Twitter is used for both customer and peer interactions that can lead to the sourcing of ideas, knowledge and ultimately innovation. The study is novel in its methodological approach of combining structured interviews and text mining that found the topics of the interviewees' tweets aligned with their interview responses.

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