Senior leaders’ strategic role in leadership development

2018 ◽  
Vol 17 (3) ◽  
pp. 143-149
Author(s):  
Clinton Longenecker ◽  
Gary S. Insch
Keyword(s):  
Leadership Development ◽  
Focus Groups ◽  
Continuous Learning ◽  
Senior Leaders ◽  
Content Type ◽  
Focus Group Research ◽  
Senior Leader ◽  
Group Research ◽  
Strategic Role ◽  
Development Initiatives

Purpose The purpose of this paper is to identify the specific practices senior leaders need to engage in to best support their organization’s leadership development initiatives. All organizations invest billions of dollars around the world in leadership development, but there is surprisingly little attention given to the important role that senior leaders play in supporting these efforts. This paper draws upon focus group research with those responsible for designing and implementing leadership development initiatives to identify the strategic role senior leaders play in formal leadership development efforts. Design/methodology/approach To explore this issue, we conducted structured focus groups with over 250 executives, HR leaders and talent managers from over 30 different global organizations. Participants were responsible for leadership development in their respective organizations, averaged 44 years of age, 18 years of work experience, and were 54 per cent men and 46 per cent women. These focus groups were being used to solicit the input of those responsible for leadership development to identify the specific things senior leaders need to do to best support these leadership development efforts. The participants were asked to answer the following question, “Based on your experience, what specific things do senior leaders in your organization need to do to best support your efforts at developing high performance and strong leadership talent?” Findings Focus groups identified a series of key senior leader behaviors that are necessary to support an organization’s leadership development efforts. These findings, included the importance of senior leadership commitment to the process, the identification of specific leadership behaviors necessary to support these initiatives, the requirement of clearly understanding the organizations leadership development process, providing appropriate financial, staffing and technology resources to support these efforts, creating a climate of continuous learning and role modeling appropriate behaviors, among other findings. Research limitations/implications While the focus groups in this research and the subsequent qualitative and quantitative analysis of the findings were rigorous, the participants were not a randomly selected group and were by definition a convenience sample. At the same time, the implications of this research are significant on this important subject and provide a solid baseline for both practitioners and researchers alike to help explore, identify and build on best practices for senior leaders to support organizational leadership development initiatives. Practical implications Leadership is the key to success in any organization. To maintain that success, leadership development and continuous learning is imperative. This paper provides ten specific practices based on the focus group research that can help senior leaders create a more supportive environment for effective leadership development initiatives. The methodology used to identify these factors can be duplicated in other organizations to help them build an appropriate model for senior leader support for leadership development in their enterprise. Social implications The social implications for improving any organizations’ leadership is significant. It is known that effective leaders foster innovation, improve teamwork, create a more positive workplace, drive continuous improvement in quality, reduce turnover and improve the financial performance of most enterprises. With this backdrop, organizations can and must do everything in their power to accelerate leadership development and to engage in activities that do so. This paper will help pinpoint leaders and leadership development researchers and experts in that direction. Originality/value This manuscript offers a unique perspective on the role of senior leaders from the perspective of those who design leadership development programming in their organizations. And given both the readership and focus of this journal, this is an important perspective which takes into account the operational demands of leadership development in the strategic role senior leaders play in supporting these efforts.

Fostering excellence in business model management in arts and cultural organisations: insights from focus group research across Europe

2018 ◽  
Vol 22 (1) ◽  
pp. 14-30 ◽  
Author(s):  
Daniela Carlucci
Keyword(s):  
Focus Groups ◽  
Business Model ◽  
Value Creation ◽  
Design Methodology ◽  
Business Models ◽  
Model Management ◽  
Financial Health ◽  
Content Type ◽  
Focus Group Research ◽  
Group Research

PurposeIn today’s business landscape, arts and cultural organisations are challenged to search for excellence of their business model management to create and deliver value in a more sustainable way. This study develops exploratory focus groups aimed to capture insights into the practical challenges, wants and needs that arts and cultural organisations across Europe address and face in managing and developing their business models. Design/methodology/approachThe focus groups method has been applied. The methodology included seven focus groups involving arts and cultural organisations operating in different European countries. FindingsThe overall feeling emerging from focus groups is that there is an increasing pressure to prove the value of culture, e.g. economic, social and civic, progressively more in quantitative figures. Arts and cultural organisations are greatly concerned about their financial health, and their ability to continue creating and presenting great arts and cultural events. At the same time, there is an acceptance that gaining financial resilience and sustainability can no longer be put off. Organisations are conscious that it is crucial to rethink their way of operating and to improve their value creation mechanisms to get sustainability. Nevertheless, the challenges to face and issues of change to get a more effective business model management are numerous and various. Originality/valueThe study sheds more light on “business dimensions” perceived by arts and cultural organisations across Europe, as particularly crucial for their survival and requiring proper management attention. In doing this, it offers fresh and valuable knowledge about aspects, factors and dimensions to take into account in the managing business model.

Success tools for CEO coaches

2014 ◽  
Vol 22 (5) ◽  
pp. 33-36 ◽  
Author(s):  
M.S. Rao
Keyword(s):  
Leadership Development ◽  
Executive Coaching ◽  
Chief Executive ◽  
Continuous Learning ◽  
Senior Leaders ◽  
Content Type ◽  
Entry Level ◽  
Baby Boomer Generation ◽  
Development Tool ◽  
Open Discussion

Purpose – The purpose of this study is to stress the need for continuous learning and constant feedback to help people develop as leaders. Design/methodology/approach – The study equips Chief Executive Officer (CEO) coaches with tools to build leaders who will become ladders for others. In addition, it considers examples of leaders, including Mahatma Gandhi. Findings – The study emphasizes the importance of continuous learning and constant feedback, which it covers from the perspective of executive coaching and education. Practical implications – It explains that open discussion between senior leaders and entry-level leaders can help ensure a seamless supply of leadership talent. Social implications – The study claims that the findings can be applied in industry to build new leaders to replace those from the baby-boomer generation who are currently retiring. Originality/value – The study lays the accent on feedback as a leadership-development tool.

scholarly journals Conducting focus groups in neurodegenerative disease populations: ethical and methodological considerations

BMJ Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. e041869
Author(s):  
Annabel Jones ◽  
Philippa Morgan-Jones ◽  
Monica Busse ◽  
Victoria Shepherd ◽  
Fiona Wood
Keyword(s):  
Data Collection ◽  
Focus Groups ◽  
Neurodegenerative Disease ◽  
Social Interactions ◽  
Qualitative Methodology ◽  
Focus Group Research ◽  
Group Research ◽  
Methodological Considerations ◽  
Impact Data ◽  
Based Medicine

BackgroundInvolvement of vulnerable populations in research is critical to inform the generalisability of evidence-based medicine to all groups of the population.ObjectiveIn this communication, we reflect on our previous research, and that of other authors, to identify and explore key ethical and methodological considerations.DiscussionFocus groups are a widely implemented qualitative methodology, but their use, particularly in vulnerable neurodegenerative disease populations, is not straightforward. Although the risk of harm is generally low in focus group research, neurodegenerative disease populations are particularly vulnerable to issues relating to comprehension and their capacity to consent. Physical and cognitive impairments may also affect social interactions among participants and therefore impact data collection and analyses.ConclusionWe offer a number of ethical and methodological recommendations to facilitate the processes of recruitment and data collection when conducting focus groups with neurodegenerative disease populations.

Does strategic leadership development feature in managers’ responses to future HRM challenges?

2017 ◽  
Vol 38 (4) ◽  
pp. 576-587 ◽  
Author(s):  
Riitta Viitala ◽  
Susanna Kultalahti ◽  
Hilpi Kangas
Keyword(s):  
Leadership Development ◽  
Common View ◽  
Content Type ◽  
Top Managers ◽  
The Future ◽  
Future Challenges ◽  
Strategic Role ◽  
Social Media Platforms ◽  
Hr Managers

Purpose Recent academic discussion depicts leadership development (LD) as an important tool for supporting the implementation of an organization’s strategy, maintaining ongoing development of the organization, and building capabilities that are essential for the future. However, the role of LD in reality depends to a considerable extent on how human resource (HR) managers and other top managers perceive LD and its importance. In this study, the purpose of this paper is to examine how LD manifests in HR managers’ and other top managers’ views on the future challenges of HRM. Accordingly, the authors reason what the findings indicate concerning the strategic role of LD in managers’ minds. Design/methodology/approach The topic was approached inductively. The qualitative data were collected from 473 Finnish HR managers and 276 other top managers, using a web-based brainstorming tool that adopted ideas from social media platforms. All of the informants are part of the top management team. The material was analysed using content analysis. Findings The findings were a cause for concern. They show that top managers do not very actively consider either leadership or 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-centred. Only a few of the informants connected LD to business needs. The comments mainly reflected ideas of heroic leadership and training. Originality/value The study advances the understanding of the perceptions of LD decision makers in organizations, but also suggests that more research on the topic is needed. In addition, the study shows that more discussion would be required between academics and managers to deepen the common view of the content, potential, and reality of LD.

The benefits of executive coaching: voices from the C-suite

2020 ◽  
Vol 19 (1) ◽  
pp. 22-27
Author(s):  
Clinton Longenecker ◽  
Mike McCartney
Keyword(s):  
Leadership Development ◽  
Organizational Performance ◽  
Executive Coaching ◽  
Boards Of Directors ◽  
Small Sample Size ◽  
Small Sample ◽  
Senior Leaders ◽  
Content Type ◽  
Personal Support ◽  
Executive Coach

Purpose The purpose of this paper is to provide readers with research findings based on qualitative data that describe the benefits of executive coaching from a sample of 70 senior business executives, all of whom have a personal executive coach. In addition, the paper provides readers with specific questions concerning their organizations’ approach to executive leadership development and the application of these potential benefits to their enterprise. Design/methodology/approach The findings of this study are based on personal interviews with 30 executives and ten four-person focus groups in which both sets of participants were asked to describe personal and organizational benefits associated with their experiences in using executive coaches. Findings Interviews and focus group findings converged around a number of benefits associated with effective executive coaching. These benefits included improved executive focus, better alignment of key leadership behaviors, candid and ongoing feedback, accountability for appropriate leader behaviors, improved emotional intelligence and ego control and personal support and encouragement, among others. Research limitations/implications This qualitative study provides empirical evidence of the benefits of executive coaching from the perspective of senior business leaders. These findings provide researchers with specific criteria that can be tested and measured on a larger scale. The primary limitation of the study is the small sample size of only 70 executives. Practical implications The findings of this research provide a compelling set of benefit trends that individual executives, boards of directors and organizations need to consider in the development of their senior leaders. Specific questions are included to guide practitioner’s thinking concerning executive coaching and its role in their organizations. Social implications These findings make a compelling case that senior leaders can become more effective and can experience great benefits when they properly make use of an effective executive coach. The development of senior leaders using this tool can have a powerful impact on organizational performance and organization’s culture. Originality/value A review of the literature will reveal that anecdotal evidence abounds, but there is limited empirical research chronicling the true benefits of executive coaching.

Accessing Habitus: Relating Structure and Agency through Focus Group Research

2005 ◽  
Vol 10 (3) ◽  
pp. 33-44 ◽  
Author(s):  
Gill Callaghan
Keyword(s):  
Focus Group ◽  
Focus Groups ◽  
Empirical Research ◽  
Empirical Work ◽  
Collective Agency ◽  
Focus Group Research ◽  
Structure And Agency ◽  
Group Research ◽  
The Relationship

The article focuses on the intersection of theory methodology and empirical research to argue that we can learn about habitus through certain types of focus groups. An account of the relationship between structure, individual and collective agency is developed to provide a grounding for the methodological argument. The article suggests, on the basis of this understanding, that focus groups can be constituted to give us access to interactions which draw upon the collective basis of habitus. Some empirical work is drawn upon for illustrative purposes.

The existential mindset for corporate survival and growth: innovation and resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Robert J. Allio ◽  
Robert Allio
Keyword(s):  
Value Chain ◽  
Value Drivers ◽  
Content Type ◽  
Focus Group Research ◽  
Digital Era ◽  
Group Research ◽  
Survival And Growth ◽  
Mature Organizations ◽  
Established Firms ◽  
Practical Implications

Purpose The author addresses the looming question in the digital era: Can long-established firms adopt an existential mindset that enables them to survive and prosper? Design/methodology/approach Disruptors take advantage of significant changes in the traditional value drivers in an existing market. The success of long-established companies often inhibits innovation, and most mature organizations struggle to excel. Findings Greater reliance on controlled experiments can mitigate the failures of innovation based primarily on focus group research. Practical/implications Competitors can be transformed into collaborators in many parts of the value chain, and alliances are outperforming the more conventional business development approaches. Originality/value The author’s powerful message: Today’s leaders must adopt a new mindset in which bureaucracy is repudiated and responsiveness and adaptability are rewarded.

Leadership development learning accelerators: voices from the trenches

2019 ◽  
Vol 33 (2) ◽  
pp. 12-15
Author(s):  
Clinton O. Longenecker ◽  
Gary S. Insch
Keyword(s):  
Leadership Development ◽  
Focus Groups ◽  
High Performance ◽  
Influential Factors ◽  
Primary Data ◽  
Content Type ◽  
High Performing ◽  
Response Sets ◽  
Great Leader ◽  
Formal Leadership

Purpose The purpose of this paper is to highlight the practices that high-performance leaders believed were influential for accelerating their development as leaders. Design/methodology/approach The sample consisted of US based, mid-level leaders at Fortune 1000 companies who were identified by their organizations as being “high performers possessing the strong ability to deliver desired results for their enterprises.” The authors recently conducted focus groups with a subset of over 200 of these high-performing leaders and asked them to answer the following question: “Please identify what you would consider to be the five (5) most influential factors that accelerated your development as a leader.” Leaders were then randomly assigned to five-person focus groups to discuss their individual responses and come to consensus on what they considered to be the top leadership development “accelerators.” A content analysis of over 20 focus groups’ response sets allowed us to identify a list of top leadership development “accelerators”. Findings Seven leadership accelerators were identified: working for a great leader; experiencing an extremely challenging assignment or major organizational change; working in an organization that requires and supports skill development; possessing a strong mentor/accountability partner; ongoing personal reflection and self-assessment; experiencing a significant failure or career setback; and formal leadership development training/continuing education. Research limitations/implications It is important that leaders, HR professionals, and talent managers know and understand these factors and to make it an ongoing priority to systematically address the key questions that emerged from these findings. Practical implications Leaders should thoughtfully answer the questions presented for themselves and encourage leaders in their organization to do the same. Originality/value This paper, using primary data from “high-performance” leaders, identifies and explains seven important leadership development accelerators.

scholarly journals Issues in the Analysis of Focus Groups: Generalisability, Quantifiability, Treatment of Context and Quotations

2014 ◽  
Author(s):  
Lilla Vicsek
Keyword(s):  
Focus Group ◽  
Focus Groups ◽  
Group Discussion ◽  
Concrete Situation ◽  
Focus Group Research ◽  
Group Research ◽  
Group Data ◽  
Focus Group Data ◽  
Quantifying In

In this paper I discuss some concerns related to the analysis of focus groups: (a) the issue of generalisation; (b) the problems of using numbers and quantifying in the analysis; (c) how the concrete situation of the focus groups could be included in the analysis, and (d) what formats can be used when quoting from focus groups. Problems with respect to generalisation are discussed; types of generalisation are presented which can be used in focus group research. Arguments are made against using a primarily quantitative perspective in the evaluation of focus group data. It is argued that the situation of the particular group discussion should be taken into account in the analysis. A scheme for analysis that has been developed by the author is presented. Suggestions are made for the characteristics of the quotations in the analyses.

scholarly journals Advantages, Disadvantages, and Lessons Learned in Conducting Telephone Focus Groups to Discuss Biospecimen Research Concerns of Individuals Genetically at Risk for Cancer

2014 ◽  
Author(s):  
Alexis Koskan ◽  
Janique Rice ◽  
Clement Gwede ◽  
Cathy Meade ◽  
Ivana Sehovic ◽  
...  
Keyword(s):  
At Risk ◽  
Focus Group ◽  
Focus Groups ◽  
Health Research ◽  
Lessons Learned ◽  
Perceived Benefits ◽  
Face To Face ◽  
Focus Group Research ◽  
Telecommunication Technology ◽  
Group Research

Advances in telecommunication technology allow biomedical researchers to explore new, inexpensive opportunities for conducting focus group research. This article reports our experiences using such technology to engage individuals genetically at risk for cancer about biospecimen research. Telephone-based focus groups were conducted with a total of 40 individuals, and participants were asked about their experiences and perceived benefits and limitations of participating in a telephone focus group about biospecimen research. The lessons learned can effectively be applied to other areas of health research. In particular, this method may be most useful to engage individuals who are less apt to speak in public, and/or when there are concerns over privacy if face-to-face discussions methods are used.

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