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.

Barbara Kellerman: There’s a better way to train leaders

2018 ◽  
Vol 46 (6) ◽  
pp. 22-27 ◽  
Author(s):  
Robert J. Allio
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Design Methodology ◽  
Development Process ◽  
Social Implications ◽  
Content Type ◽  
Effective Leaders ◽  
Leaders And Followers ◽  
Bad Leadership ◽  
Practical Implications

Purpose Harvard authority on leadership, Barbara Kellerman, indicts the deficiencies of the leadership industry and she argues that we can do better. Design/methodology/approach This interview offers a bold prescription for training effective leaders[4]. Findings To be effective, the leadership development process must adopt and achieve three goals: educate leaders, train leaders and develop leaders. Practical implications Bad leadership puts on vivid display the unbreakable link between leaders and followers – a link that the leadership industry willfully ignores precisely because there’s no money in it. Social implications There is precious little evidence that the leadership industry has in any meaningful, measurable way benefited society. Originality/value A “no holds barred” look at the leadership training industry and some potent suggestions on how to improve it.

Hindsight is 2020: identifying missed leadership opportunities to reduce employee turnover intention amid the COVID-19 shutdown

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Melva B. Robertson
Keyword(s):  
Leadership Development ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Design Methodology ◽  
Leadership Behaviors ◽  
Organizational Leaders ◽  
Turnover Rates ◽  
Content Type ◽  
Employee Turnover Intention ◽  
Development Support

Purpose The purpose of this paper is to highlight how organizational leaders influenced the high 2021 turnover rates amid the COVID-19 shutdown. Design/methodology/approach This paper explores several factors that contributed to employee turnover intention before the pandemic and how unresolved leadership behaviors and toxic organizational cultures exacerbated circumstances that led to what is now known as The Great Resignation of 2021. Findings This paper suggests that while the pandemic shutdown temporarily paused employee turnover, organizational leaders missed an opportunity to retain their employees by not recognizing and changing factors that led to pre-existing employee turnover intention. Originality/value This paper explores solutions to help leaders support and retain current and future employees as the pandemic continues and in the event of futures crises. It offers recommendations for leadership development support to help strengthen leaders in their highly complex roles.

scholarly journals Celebrating advances in LGBT+ diversity in the accountancy profession

2018 ◽  
Vol 9 (5) ◽  
pp. 636-641 ◽  
Author(s):  
Jeffrey Unerman
Keyword(s):  
Social Justice ◽  
Design Methodology ◽  
Positive Impact ◽  
Social Implications ◽  
Critical Approach ◽  
Diversity Initiatives ◽  
Content Type ◽  
Diversity Issues ◽  
Practical Implications

Purpose This paper aims to provide a commentary on evidence presented and issues raised by Egan (2018) regarding LGBT+ diversity initiatives in the accountancy profession. Design/methodology/approach This paper is an invited commentary based on the author’s experiences of LGBT+ and other diversity initiatives in the profession. Findings There is cause for optimism in how far the profession has progressed in some countries on supporting LGBT+ (and other forms of) diversity. Practical implications As multinational accountancy firms can be agents for change in countries where there remains considerable discrimination and hostility to LGBT+ (and other) communities, constructive critique to help further improve the firms’ innovative actions on LGBT+ and other diversity issues could have a major positive impact on social justice. Egan (2018) is an example of such constructive critique. Social implications Where other academic studies take a disparagingly critical approach, they risk both squandering the opportunity to help achieve the progress they espouse and discouraging other firms embracing innovative diversity practices. Originality/value This study provides a counter perspective to some critical accounting arguments that appear to value idealism over progress.

Recruiting passionate job seekers for better performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jannifer Gregory David
Keyword(s):  
Information Technology ◽  
Design Methodology ◽  
Development Process ◽  
Human Resource Professionals ◽  
Job Seekers ◽  
Linear Modeling ◽  
Content Type ◽  
Job Searches ◽  
Practical Implications ◽  
Work Passion

PurposeThis research examines how job seekers' levels of harmonious work passion (HWP) and obsessive work passion (OWP) affect the importance job seekers place upon job and organizational elements in recruiting messages.Design/methodology/approachEmployees who had recently completed job searches read multiple recruiting messages and ranked the importance of different elements in the messages.FindingsGeneral linear modeling found statistical differences between the importance of recruiting message elements for participants with varying levels of HWP and OWP.Research limitations/implicationsThe participants were information technology, engineering and human resource professionals limiting the generalizability of these results to other professions.Practical implicationsRecruiters should vary the information in their recruiting messages depending on the levels of HWP and OWP they want to attract to their applicant pools.Originality/valueThis research adds harmonious and obsessive work passion to the constructs considered in the recruiting message development process.

Managers’ unexpected view of the future

2017 ◽  
Vol 25 (6) ◽  
pp. 16-18
Keyword(s):  
Leadership Development ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Top Managers ◽  
The Future ◽  
Pertinent Information ◽  
And Training ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Findings show that top managers do not very actively consider either leadership or leadership development (LD) when asked to consider the HR challenges of the future. In addition, when they did so, the ideas of LD were mostly traditional and individual-centered. Only a few of the informants connected LD to business needs. The comments mainly reflected ideas of heroic leadership and training. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Leaders should be first among equals

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

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

Effective leadership today – character not just competence

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

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

Leadership behaviors to increase employee commitment

2020 ◽  
Vol 34 (3) ◽  
pp. 51-53
Keyword(s):  
Organizational Performance ◽  
Design Methodology ◽  
Affective Commitment ◽  
Leadership Behaviors ◽  
Group Level ◽  
Content Type ◽  
Important Group ◽  
Pertinent Information ◽  
Practical Implications ◽  
Employee Teams

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Provision of support to employee teams and groups enables both directive and supportive leaders to achieve positive employee outcomes. The affective commitment that emerges facilitates important group-level helping behaviors which can lead to superior organizational performance. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Perceived organizational support and its interaction with voice on police officers' organizational cynicism, stress and emotional exhaustion

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chelsie J. Smith ◽  
Yu Han ◽  
Kathryne E. Dupré ◽  
Greg J. Sears
Keyword(s):  
Emotional Exhaustion ◽  
Organizational Support ◽  
Police Officers ◽  
Design Methodology ◽  
Perceived Organizational Support ◽  
Theory And Practice ◽  
Organizational Leaders ◽  
Content Type ◽  
Organizational Cynicism ◽  
Practical Implications

PurposeAmong a sample of 281 active-duty Canadian police officers, the current study investigated whether perceived organizational support (POS) would predict officers' organizational cynicism, stress and emotional exhaustion three months later. The moderating influence of officer voice on these relationships was also examined.Design/methodology/approachIn collaboration with a large policing organization, online surveys collecting quantitative data and soliciting open-ended comments were administered to officers, with a three-month lag separating survey administrations.FindingsThe results reveal that POS predicted significant variance in each of the investigated outcomes. It was found that voice moderated the association between POS and organizational cynicism, but in a manner that suggests a suboptimal voice climate within the organization. Officers provided open-ended qualitative comments that supported this interpretation.Practical implicationsThe evidence supports that if organizational leaders wish to prevent disadvantageous outcomes such as organizational cynicism, stress, emotional exhaustion and their consequents, then advancing both organizational support and a positive voice climate is recommended.Originality/valueThe results suggest that voice interacts with POS to influence organizational cynicism among police, highlighting the importance of responsiveness to voice for police management, and thus serving as an important bridge between theory and practice.

Hindering talented employees’ internal mobility: managers’ territorial response to stress

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
David Kraichy ◽  
Megan M. Walsh
Keyword(s):  
Social Support ◽  
Leadership Development ◽  
Design Methodology ◽  
Psychological Ownership ◽  
Role Overload ◽  
Content Type ◽  
Job Transfer ◽  
Internal Mobility ◽  
Response To Stress ◽  
Practical Implications

PurposeIntegrating territoriality and the job demands-resources model, this study investigated tactics that managers use to hinder their talented employees’ internal job transfer attempts. This study proposed that managers’ psychological ownership of talent would relate to their use of persuasion and nurturing tactics, and that managers’ role overload and job social support would moderate these relationships.Design/methodology/approachThe data for this study was collected by administering two surveys approximately two weeks apart. A hundred and sixteen managers provided complete data for analysis.FindingsPsychological ownership of talent related to persuasion tactics but not nurturing tactics. When overload was higher and social support was lower, managers with higher psychological ownership reported using more persuasion tactics to hinder their talented employees’ internal mobility. This study did not find significant interactions for nurturing tactics.Practical implicationsInternal talent hindering can impede employee access to critical learning and growth opportunities, and employees who feel their mobility is restricted may be more inclined to turnover. Accordingly, managers who hinder internal mobility can negatively affect talented employees’ leadership development within an organization and the effectiveness of its succession plans.Originality/valueThis study demonstrates empirically that managers intentionally use tactics to hinder the internal transfers of their talented employees. This study identifies predictors and boundary conditions of hindering tactics, and this knowledge can help organizations address internal talent hindering.

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