scholarly journals Age and leadership: comparisons of age groups in different kinds of work environment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gerry Larsson ◽  
Christina Björklund
Keyword(s):  
Leadership Development ◽  
Work Environment ◽  
Leadership Behaviors ◽  
Age Groups ◽  
Young Male ◽  
Mentoring Programs ◽  
Destructive Leadership ◽  
Content Type ◽  
Gender Comparison ◽  
Self Confidence

Purpose The purpose of this study is twofold. First, to compare the self-rated leadership behaviors, leadership-related competencies and results of the leadership of younger, mid-aged and older leaders; and second to compare these aspects among younger leaders in different kinds of the work environment and between men and women. Design/methodology/approach Data was collected using the developmental leadership questionnaire from a sample of Swedish leadership course participants (N = 7,743). Findings The results showed that the younger group of leaders (29 years old or younger n = 539), rated themselves more negatively than the mid-aged (30–50 years, n = 5,208) and older (51 years or older, n = 1,996) leaders. Analysis of the group of younger leaders showed that those working in the private sector scored most favorably. The gender comparison revealed that young male leaders scored higher on negative conventional (transactional) and destructive leadership behaviors. A logistic regression analysis of the younger group showed that social competence, developmental leadership and destructive leadership (negative) influenced self-rated results of leadership. Research limitations/implications The study is based on leaders’ self-ratings only. Practical implications The results can be used in leadership development contexts and in individualized coaching or mentoring programs. Originality/value The results have new implications for leadership theory related to self-confidence, stereotypes, selection and organizational culture.

The prosocial leadership development process as a means to prepare the next generation of organizational leaders

2018 ◽  
Vol 26 (3) ◽  
pp. 225-237
Author(s):  
Timothy Ewest
Keyword(s):  
Social Justice ◽  
Leadership Development ◽  
Design Methodology ◽  
Development Process ◽  
Leadership Behaviors ◽  
Pedagogical Practices ◽  
Organizational Leaders ◽  
Content Type ◽  
Social Challenges ◽  
Practical Implications

Purpose This paper aims to outline the prosocial leadership development process for guiding pedagogical and social justice course goals as a means to foster prosocial leadership values within the millennial generation. Design/methodology/approach The paper is guided by a social justice framework and proven classroom pedagogies as a means to align millennial characteristics within the four stages of the prosocial leadership development process. Findings An educational rubric is provided as a means to guide classroom pedagogies, course goals and millennial characteristics through a prosocial leadership development process. Research limitations/implications The paper is conceptual in nature, and therefore, theoretical correspondence remains speculative. Practical implications The research in this paper provided guidelines for educators to use pedagogical practices as a means to develop prosocial values as a basis for organizational leadership behaviors. Social implications This leadership development process when facilitated through proven pedagogical techniques (guided by established social justice curriculum goals) and is within the context of millennial characteristics (those born between the years 1982 and 2005) becomes catalytic in empowering leaders to be a remedy for the world’s environmental and social challenges. Originality/value This paper connects characteristics of millennials to a prosocial leadership development model.

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.

Transformational leadership and communication

2019 ◽  
Vol 41 (1) ◽  
pp. 101-117
Author(s):  
Carina Cohrs ◽  
Kai C. Bormann ◽  
Mathias Diebig ◽  
Catrin Millhoff ◽  
Katharina Pachocki ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Communication Skills ◽  
Leadership Behaviors ◽  
Training Session ◽  
Development Program ◽  
Communication Style ◽  
Control Group ◽  
Content Type ◽  
Leadership Development Program

Purpose The purpose of this paper is to develop and evaluate a leadership development program with focus on transformational leadership and communication. It is explored whether these aspects of leadership can be trained in the course of a two-day intervention. Furthermore, it is tested if pre-training differences among leaders have an influence on the effectiveness of participating in the leadership intervention. Design/methodology/approach In the study, 38 leaders took part in the two-day training session. The control group consisted of 59 leaders. Information was collected from participating leaders’ followers (n=356) on pre- and post-training measures of transformational leadership as well as on communication skills (attentive and impression-leaving style). Findings Results show that transformational leadership behaviors improved more after training in the experimental group (EG) than they did in the control group. Also, ratings of the attentive communication style improved more in the EG compared to the control group. Furthermore, participants of the leadership development program benefitted to different degrees from their training. Participants who initially had a medium score showed the best improvement. Originality/value The present study advances the scope of leadership development by also considering the trainability of communication skills. Also, insights on the contingency of training effects are provided.

The role of wilderness experiences in leaders’ development toward authentic leadership

2017 ◽  
Vol 38 (8) ◽  
pp. 1144-1156 ◽  
Author(s):  
Boy van Droffelaar ◽  
Maarten Jacobs
Keyword(s):  
Leadership Development ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Leadership Behaviors ◽  
Sense Of Self ◽  
Peak Experiences ◽  
Content Type ◽  
Wide Range ◽  
The Impact ◽  
Wilderness Experiences

Purpose The purpose of this paper is to investigate the impact of leaders’ wilderness experiences on intentions to transform leadership behaviors toward authentic leadership. Design/methodology/approach Content analysis was used on trail reports made by participants of a wilderness-based leadership program. Participants (n=97) were leaders working in business and institutional settings, both males and females. Participants were asked to write personal reports within two weeks after the training program about their wilderness experiences, and related behavioral intentions. Findings The analyses revealed four categories of leaders’ peak experiences: heightened sense of self, awareness of one’s core values, deep connected attention, and being in full presence. These peak experiences triggered intentions to change future leadership behaviors: to be more aware of self, to live by the inner compass, to improve careful listening, and to become more transparent. These intentions closely resonate with the core components of authentic leadership. Research limitations/implications The authors’ sample is characterized by developmental readiness: people who are already willing to change. However, developmental ready leaders are the subset of leaders that is particularly relevant studying change toward authentic leadership. Another limitation is intentions are assessed, and hence knowledge about actual changes in leadership style requires additional research. Practical implications The attributes of the transformation program that foster change as revealed here – being in another world, facing unfamiliar challenges, peer-to-peer learning – can be flexibly adopted and implemented in a wide range of leadership transformation programs. Originality/value By demonstrating that being immersed in nature can act as a significant life event that has the potential to foster authentic leadership, this study provides an original contribution to the literature on strategies for intra-personal leadership development.

scholarly journals No leader is an island: contextual antecedents to line managers' constructive and destructive leadership during an organizational intervention

2020 ◽  
Vol 13 (2) ◽  
pp. 173-188
Author(s):  
Robert Lundmark ◽  
Karina Nielsen ◽  
Henna Hasson ◽  
Ulrica von Thiele Schwarz ◽  
Susanne Tafvelin
Keyword(s):  
Organizational Context ◽  
Leadership Behaviors ◽  
Readiness For Change ◽  
Destructive Leadership ◽  
Span Of Control ◽  
Line Managers ◽  
Organizational Intervention ◽  
Content Type ◽  
Organizational Interventions ◽  
Address Line

PurposeLine managers can make or break organizational interventions, yet little is known about what makes them turn in either direction. As leadership does not occur in a vacuum, it has been suggested that the organizational context plays an important role. Building on the intervention and leadership literature, we examine if span of control and employee readiness for change are related to line managers' leadership during an organizational intervention.Design/methodology/approachLeadership is studied in terms of intervention-specific constructive, as well as passive and active forms of destructive, leadership behaviors. As a sample, we use employees (N = 172) from 37 groups working at a process industry plant. Multilevel analyses over two time points, with both survey and organizational register data were used to analyze the data.FindingsThe results revealed that span of control was negatively related to constructive leadership and positively related to passive destructive leadership during the intervention. Employee readiness for change was positively related to constructive leadership, and negatively related to both passive and active destructive leadership.Practical implicationsOur findings suggest that contextual factors need to be assessed and considered if we want line managers to engage in constructive rather than destructive leadership during interventions.Originality/valueThe present study is the first to address line managers' making or breaking of organizational interventions by examining the influence of context on both their destructive and constructive leadership.

Alternative mentoring: an HRD key for a rapid changing work environment

2018 ◽  
Vol 26 (1) ◽  
pp. 4-6 ◽  
Author(s):  
Nuria Gisbert-Trejo ◽  
Jon Landeta ◽  
Eneka Albizu ◽  
Pilar Fernández-Ferrín
Keyword(s):  
Work Environment ◽  
Conceptual Model ◽  
Design Methodology ◽  
Professional Associations ◽  
Mentoring Programs ◽  
New Approach ◽  
Content Type ◽  
Traditional Mentoring ◽  
Key Issues

Purpose The changing nature of work dynamics demands that managers keep up-to-date in skills, knowledge, and competencies. Besides, nowadays these professionals need to understand the business beyond the frontiers of their own organizations. This phenomenon has led to new forms of alternative mentoring for managers and entrepreneurs, as companies battle for talent in a globalized way. Professional associations, consultancy firms, and other agents are starting to offer mentoring programs in which the mentor and mentee often belong to different organizations or take place within a group. Design/methodology/approach The purpose of this study is to present a conceptual model for alternative mentoring for managers. This model is a new approach to mentoring, and it will try to clarify some of the bases of a phenomenon that is increasingly present in the managerial field. Findings The paper also suggests some advantages of alternative mentoring when compared to traditional mentoring. Originality/value This paper contributes to a better understanding of new forms of alternative mentoring while providing practitioners in the field with a better understanding of key issues for alternative mentoring.

Validating effective managerial behaviors for the hospitality industry

2020 ◽  
Vol 32 (6) ◽  
pp. 2175-2193
Author(s):  
John W. Michel ◽  
Michael J. Tews ◽  
J. Bruce Tracey
Keyword(s):  
Leadership Development ◽  
Hospitality Industry ◽  
Leadership Behaviors ◽  
Component Level ◽  
Content Type ◽  
Managerial Practices ◽  
Effective Leaders ◽  
Managerial Behaviors ◽  
Practical Implications ◽  
Relevant Component

Purpose This paper aims to examine the validity of the Managerial Practices Survey (MPS). Despite voluminous work on leadership styles, few studies have examined the specific behaviors of effective leaders in the hospitality industry. Design/methodology/approach Data were collected from two different samples through surveys to assess the construct validity of the MPS in the hospitality industry. Findings The proposed four meta-category and 18 component behavior MPS framework fit the data well and both the meta-categories and component behaviors were predictive of leadership effectiveness. Practical implications While meta-categories may be conceptually and theoretically relevant, component leadership behaviors are more useful for applied uses, such as leadership development. When behaviors are assessed at the component level, leaders can be provided with feedback and coaching on the specific actions they can take to improve their decision-making and problem-solving capabilities and ultimately become more effective leaders. Originality/value This research provides a validation of the MPS and useful insights for which behaviors are most useful for managers in hospitality contexts.

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.

scholarly journals Implementing an Online Longitudinal Leadership Development Program Using a Leadership-Specific Continuing Professional Development (CPD) Tool

Pharmacy ◽  
2020 ◽  
Vol 8 (2) ◽  
pp. 79
Author(s):  
Grace Oyenuga ◽  
Miranda Law ◽  
Minesh Parbat ◽  
Toyin Tofade
Keyword(s):  
Professional Development ◽  
Leadership Development ◽  
Leadership Behaviors ◽  
Leadership Skills ◽  
Development Program ◽  
Continuing Professional Development ◽  
Mentoring Programs ◽  
Online Leadership ◽  
Online Setting ◽  
Leadership Development Program

As the roles of a pharmacist continue to evolve, leadership is an imperative skill for pharmacists to advance in their profession. To advance leadership behaviors, a number of tools, programs, and services have been developed worldwide to encourage the use of these behaviors in practice. A brief summary of different leadership opportunities around the globe are provided. A continuing professional development process and tool for developing and mentoring leaders that are ready to take the next step in their growth journey is introduced. This tool can be used in a live or online setting and is amenable to a longitudinal environment for leadership development and mentoring. A detailed process for implementing an online leadership development program and opportunities for future development are also described. While leadership skills can be developed in many ways, it is still unclear which methods and tools are the most effective in training pharmacists to maximize their leadership abilities. Additional research on effectiveness and impact of tools and processes for development are needed. Individuals and organizations are encouraged to consider implementing easily accessible leadership development and mentoring programs to advance the leadership skills of interested individuals.

Coaching the ‘ideal worker’: female leaders and the gendered self in a global corporation

2019 ◽  
Vol 43 (7/8) ◽  
pp. 661-681
Author(s):  
David Gray ◽  
Erik De Haan ◽  
Sally Bonneywell
Keyword(s):  
Qualitative Research ◽  
Leadership Development ◽  
Development Program ◽  
Female Leaders ◽  
Global Organizations ◽  
Content Type ◽  
Self Confidence ◽  
Global Corporation ◽  
Ideal Worker ◽  
The Ideal

Purpose Gender differences in leadership and issues around differential progression of male and female leaders are receiving more attention in the fields of human resource and leadership development. However, little is known about how interventions designed to support female leaders are being experienced within real-world contexts of global organizations. There is limited research and discussion on how such interventions are experienced at a more systemic level. This study aims to contribute at this very level. Design/methodology/approach This study reports on a predominantly coaching-based development program that was designed to further the careers of female leaders within a complex multi-national organization. The study was conducted in a large, global health-care corporation employing 100,000 people based in over 120 countries. The qualitative research design for this study was exploratory, involving a reflexive process at each of the two stages. Findings The findings from this qualitative research take the debate on “the gendered organization” further by including the voices of female leaders. They demonstrate that whilst theoretically the concept of the “ideal worker” may inhibit progression, this is not necessarily a barrier to career advancement. Coaching, both individual and group, is shown to have a powerful effect on promoting reflection, self-confidence and focus. Research limitations/implications There are two research limitations. While confidentiality was promised, the responses of some interviewees were nevertheless still guarded. Other limitations relate to the extent to which this study can be generalized to other contexts, as it was conducted inside a single global corporation. Originality/value The study addresses the complex and urgent topic of differential progression and makes a broader contribution by offering a systemic perspective on gender and development in global organizations.

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