scholarly journals The Impact of a Leadership Development Program on Saudi University Students’ Perception of Leadership Skills

2018 ◽  
Vol 12 (2) ◽  
pp. 253
Author(s):  
Amani Hamdan Alghamdi ◽  
Al- Hattami
Keyword(s):  
Leadership Development ◽  
University Students ◽  
Leadership Skills ◽  
Development Program ◽  
Leadership Development Program ◽  
The Impact

scholarly journals Leaders on a Mindfulness-Based Program: Experience, Impact, and Effect on Leadership Role

Human Arenas ◽  
2021 ◽  
Author(s):  
Deryl Dix ◽  
Katie Norton ◽  
Gemma M. Griffith
Keyword(s):  
Leadership Development ◽  
Leadership Skills ◽  
Development Program ◽  
Emotional Awareness ◽  
Leadership Role ◽  
Future Research ◽  
Work Related ◽  
Leadership Development Program ◽  
Manufacturing Organization ◽  
The Impact

AbstractAlthough there is putative evidence that mindfulness-based programs (MBPs) may contribute to leadership skills, little is known about the direct experience of leaders who attend such programs. It is therefore unknown how MBPs delivered in the corporate environment are experienced by leaders, or how MBPs may facilitate leadership development. This qualitative study explored how leaders experienced an MBP, introduced as a part of a wider leadership development program, and the impact of this intervention on their work lives and leadership role. Participants (N = 10) were leaders who worked for a global manufacturing organization and who had attended a three-day mindfulness-based program as part of a leadership development program. They were interviewed and the data was analysed using thematic analysis. Following the MBP, eight participants reported enhanced emotional awareness, and a greater understanding of the impact of work-related stress, which in turn helped their leadership role. Two did not see how mindfulness could enhance their leadership skills although the MBP was well received by most of the participants. Three superordinate themes were identified: (1) The participant journey: Mixed experiences of the MBP; (2) A clash of cultures: The challenge of integrating mindfulness into the workplace, and (3) Impact on leadership. These results may inform future research, program design, and implementation.

A Competency-Based Approach to Addressing the Leadership Gap in the Oil and Gas Industry

2021 ◽  
Author(s):  
C. Susan Howes ◽  
Robert W. Taylor
Keyword(s):  
Leadership Development ◽  
Oil And Gas ◽  
Leadership Skills ◽  
Development Program ◽  
Oil And Gas Industry ◽  
Emerging Leaders ◽  
Gas Industry ◽  
Competency Based ◽  
Leadership Development Program ◽  
Technical Professionals

Abstract As oil and gas industry technical professionals land their first supervisory roles, gaps in their leadership skills often become apparent. Years of technical education and training have prepared them well for roles as individual technical contributors, but stronger business, management, and leadership skills are needed as they move into emerging leadership roles in which they direct others. Competency assessments of first-level supervisors and mid-career experienced hires are conducted to determine mission-critical leadership gaps. This process is done in alignment with competency-focused job descriptions that enumerate key soft skills needed in each leadership role and build on a sound foundation of technical competency. Bringing emerging leaders together as a group enhances their networking opportunities as they advance through the program; including experienced hires helps them become attuned to the company's management style. Learning opportunities can include face-to-face instruction, webinars, e-learning, online resources, exercises, business simulations, and coaching and mentoring. Building future leaders is key to succession planning. Introducing experienced hires to the leadership styles of the company ensures the successful integration of new talent into the team. A competency-based approach to assessing emerging leaders provides the roadmap for creating a deep bench of candidates for future roles in executive management. Experienced instructors and mentors are crucial to ensuring the leadership program delivery is aligned with the corporate mission, vision and values. The delivery of the leadership development program can be self-sustaining if program graduates and external expert facilitators are incorporated into the delivery of the program to future cohorts. Technical professionals progress through supervisory/management positions on their respective career ladders primarily by ‘learning on the job' rather than through formal training. This paper looks at differences between the current state of supervisory development and what professionals actually need in leadership skills. These are new skills needed for transitioning from supervisor/manager to an effective leader. New methods of digital delivery allow greater interaction between participants and instructors. Building an innovative leadership development program enhances the company's brand and attracts and retains top talent.

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.

The Impact of Improved Organizational Citizenship on Employee Retention

2017 ◽  
pp. 1128-1139 ◽  
Author(s):  
Kimberley Gordon
Keyword(s):  
Leadership Development ◽  
Organizational Citizenship ◽  
Employee Retention ◽  
Development Program ◽  
Retention Rates ◽  
Peer Leaders ◽  
Organizational Leaders ◽  
Significant Difference ◽  
Leadership Development Program ◽  
The Impact

Organizational leaders sought to reduce turnover by developing a loyal and stable workforce. Workforce stability is frequently expressed in two terms: turnover and retention. Turnover references both the voluntary and involuntary departure of an employee from an organization. Conversely, retention refers to the rate at which employees chose to stay employed by the organization. The organization featured in this study sought to improve retention by boosting organizational citizenship in key peer leaders. The organization's leaders implemented a leadership development program to enhance organizational citizenship. The leaders hypothesized a significant difference would exist in retention rates between the year prior to the development program (2013) and the year immediately following the program (2015). This study compared employee turnover data to determine what – if any – trends occurred.

scholarly journals Essential Skills for Leadership Development in a Multicultural Organization

10.28945/4387 ◽  
2019 ◽  
Vol 3 ◽  
pp. 027-028
Author(s):  
Janelle Ward
Keyword(s):  
Leadership Development ◽  
Pilot Study ◽  
Leadership Skills ◽  
Development Program ◽  
Leadership Development Program ◽  
Essential Skills ◽  
Multicultural Workforce ◽  
Frontline Managers ◽  
Multicultural Organization

This research was conducted to address leadership concerns regarding managers’ effectiveness in leading a multicultural workforce. Essential leadership skills for frontline managers were explored via pilot study interviews and a follow-on survey. Six leadership skills were identified and prioritized that are currently informing the company’s new leadership development program initiative.

Preparing anesthesiology residents to lead: a leadership seminar

2019 ◽  
Vol 33 (1) ◽  
pp. 101-111
Author(s):  
Danielle Cobb ◽  
Timothy W. Martin ◽  
Terrie Vasilopoulos ◽  
Erik W. Black ◽  
Chris R. Giordano
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Leadership Training ◽  
Health Care Professionals ◽  
Leadership Skills ◽  
Development Program ◽  
Control Group ◽  
Clinical Leadership ◽  
Content Type ◽  
Leadership Development Program

Purpose The purpose of this paper is to discuss a unique leadership curriculum developed at the University of Florida and its impact on the leadership skills and values of the anesthesiology residents since its conception. The authors instituted a voluntary anesthesiology residency leadership development program at their institution to fill a perceived gap in leadership training. Mounting evidence reveals that strong clinical leadership skills improve outcomes for patients and health-care institutions. Additionally, this growing body of literature indicates that optimal outcomes result from effective team behaviors and skills, which are directed through the requisite clinical leadership. Unfortunately, adding leadership training into the existing medical education curriculum is a formidable challenge regardless of the level of learner. Design/methodology/approach To evaluate learners, the authors used the Aspiring leaders in Healthcare-Empowering individuals, Achieving excellence, Developing talents instrument, which is a validated and reliable assessment of leadership competency in health-care professionals. In 2017, the authors surveyed the past five graduating classes from the department (classes of 2012-2016), using the two graduating classes before the program’s implementation as a historical control group. Findings The survey was sent to 96 people, of whom 70 responded (73 per cent). Those participants who usually or always participated in the program responded with higher leadership-readiness skills scores than those who occasionally, rarely or never participated in the program. Notably, those who had participated in another leadership development course at any time had higher skills scores than those who had never participated. Originality/value The study’s data provide evidence that residents who either, often or always participated in the leadership development program perceived themselves to be better equipped to become effective health-care leaders as opposed to residents who never, rarely or occasionally participated.

scholarly journals Leadership for All: An Internal Medicine Residency Leadership Development Program

2016 ◽  
Vol 8 (4) ◽  
pp. 587-591 ◽  
Author(s):  
Jared M. Moore ◽  
David A. Wininger ◽  
Bryan Martin
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Leadership Skills ◽  
Development Program ◽  
Educational Programming ◽  
Daily Work ◽  
Safe Patient Care ◽  
Team Decision ◽  
Leadership Development Program ◽  
Academic Year

ABSTRACT Background  Developing effective leadership skills in physicians is critical for safe patient care. Few residency-based models of leadership training exist. Objective  We evaluated residents' readiness to engage in leadership training, feasibility of implementing training for all residents, and residents' acceptance of training. Methods  In its fourth year, the Leadership Development Program (LDP) consists of twelve 90-minute modules (eg, Team Decision Making and Bias, Leadership Styles, Authentic Leadership) targeting all categorical postgraduate year (PGY) 1 residents. Modules are taught during regularly scheduled educational time. Focus group surveys and discussions, as well as annual surveys of PGY-1s assessed residents' readiness to engage in training. LDP feasibility was assessed by considering sustainability of program structures and faculty retention, and resident acceptance of training was assessed by measuring attendance, with the attendance goal of 8 of 12 modules. Results  Residents thought leadership training would be valuable if content remained applicable to daily work, and PGY-1 residents expressed high levels of interest in training. The LDP is part of the core educational programming for PGY-1 residents. Except for 2 modules, faculty presenters have remained consistent. During academic year 2014–2015, 45% (13 of 29) of categorical residents participated in at least 8 of 12 modules, and 72% (21 of 29) participated in at least 7 of 12. To date, 125 categorical residents have participated in training. Conclusions  Residents appeared ready to engage in leadership training, and the LDP was feasible to implement. The attendance goal was not met, but attendance was sufficient to justify program continuation.

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