Enhancing Leadership Training Through an Experiential Approach: An Online Model for the 21st Century

2021 ◽  
pp. 104515952110124
Author(s):  
Anita Samuel ◽  
Steven J. Durning
Keyword(s):  
Adult Learners ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Leadership Training ◽  
Health Care Professionals ◽  
Training And Development ◽  
Experiential Approach ◽  
Leadership Experiences ◽  
Expert Coaching ◽  
Theories Of Leadership

Billions of dollars are spent annually on leadership training and development courses. Unfortunately, this training, both at organizational and university levels, does not appear to consistently result in significant adult learning or better organizational performance. These programs tend to focus on the theories of leadership within closed classroom environments and sometimes present case studies to encourage application of knowledge. The content is typically dissociated from both context and leadership experiences and a “one size fits all” approach is adopted. This approach does not account for the corporate culture that is unique to every organization, even every department. In this innovation in practice article, we present a leadership practicum course tailored for adult learners that provides an experiential approach to leadership training enhanced by expert coaching. Initial results indicate that health care professionals appreciate the ability to transfer theory to practice and the feedback they receive from expert coaches. We present the practicum course and provide two cases to explicate the process; we share initial findings from the course and end with our next steps.

The impact of organizational storytelling on organizational performance within Jordanian telecommunication sector

2020 ◽  
Vol 32 (5) ◽  
pp. 335-361
Author(s):  
Naser Khdour ◽  
Ra'ed Masa'deh ◽  
Atef Al-Raoush
Keyword(s):  
Organizational Learning ◽  
Change Management ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Middle Eastern ◽  
Training And Development ◽  
Telecommunication Sector ◽  
Content Type ◽  
Organizational Storytelling ◽  
The Impact

Purpose This study aims to assess the impact of organizational storytelling on organizational performance by undertaking telecommunication companies located in the Middle Eastern nation of Jordan. Design/methodology/approach A quantitative design has been adopted to identify the impact of organizational storytelling on organizational performance, recruiting 460 employees at managerial levels from three telecom companies (Umniah, Zain and Orange). A step-wise regression analysis has been applied to analyze the data collected using a close-ended structured questionnaire. Findings A total of 284 male and 176 female employees took part in the study. The study has found a positive and significant impact of organizational learning, change management, corporate culture, training and development and leadership and indicated that these determinants positively related to organizational performance. Findings showed a positive and significant impact of organizational storytelling on organizational performance based on its components. Practical implications This study has contributed to identifying the impact of organizational storytelling on organizational performance in the telecommunication sector in Jordan. Originality/value This study is among the few to analyses the impact of organizational storytelling based on training and development, change management, corporate culture, organizational learning and development and leadership on the organizational performance of telecom companies in Jordan.

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

scholarly journals Training and Development Strategy and Its Role in Organizational Performance

2011 ◽  
Vol 1 (2) ◽  
pp. 42 ◽  
Author(s):  
Brig(Retd) Abdus Sattar Niazi
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Development Strategy ◽  
Learning Organizations ◽  
Training Programs ◽  
Business Environment ◽  
Training And Development ◽  
Global Level ◽  
Value Addition

In the FMCG industry at global level, the business environment has changed with intense pressure on organizations, to become ‘Learning Organizations’  and stay ahead of their competitions by bringing innovation/reinvention in training and development strategy while emphasizing on planning, designing, implementing and evaluating the training programs. Carry out an analysis that the objective of training and development is to create learning organizations which ensure that employees through value addition can effectively perform their jobs, gain competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organizational performance.  

scholarly journals The Implementation of High Performance Work System in Public Organizations: Implication for Organizational Performance.

2015 ◽  
Vol 11 (28) ◽  
pp. 139
Author(s):  
Solomon Ozemoyah Ugheoke
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Positive Relationship ◽  
Public Organizations ◽  
Training And Development ◽  
Three Dimensions ◽  
The Public ◽  
Work System ◽  
High Performance Work System ◽  
Individual Role

<p>Abstract</p> <p>A principal concern express among organizational researchers is to understand why some organizations irrespective of size, location and sector outperform others. High performance work system (HPWS) offers an explanation for this phenomenon. The implementation of unique practices leads some organizations to outperform others and give organizations the competitive advantage over others. While it has been well established that HPWS practices affect organizational performance within a large and complex organizations, less have been empirically established if they also create benefit for public organizations and this has generated concerns among researchers in the field of HPWS.  Following this argument, this study examines this theoretical gap with a survey data collected from employees in the public sector. Overall, three dimensions of HPWS were identified by the researchers and the level of awareness was assessed on a seven point Likert scale. We found that two out of the three dimensions of HPWS identified in this have a positive relationship with organizational performance.</p> <p>Keywords: HPWS, organizational performance, selective training and development, PMS, individual role.</p> <p> </p>

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.

Effects of Machiavellian ethical leadership and employee power distance on employee voice

2017 ◽  
Vol 45 (9) ◽  
pp. 1485-1498 ◽  
Author(s):  
Won Jun Kwak ◽  
Ji Hyun Shim
Keyword(s):  
Ethical Leadership ◽  
Leadership Training ◽  
Organizational Context ◽  
Power Distance ◽  
Training And Development ◽  
Employee Voice ◽  
Work Behaviors ◽  
Leader Behaviors ◽  
Power Distance Orientation ◽  
Ethical Leader

We investigated how employees respond to Machiavellian supervisors exerting ethical leadership. Participants were 252 matched supervisor–employee dyads, and we administered measures of supervisor ethical leadership, employee voice, employee power distance orientation, and supervisor Machiavellianism. Results revealed that Machiavellian supervisors' ethical leader behaviors were perceived to be genuine by subordinate employees, and that ethical leadership promoted supervisors' extrarole voice behaviors. Further, the effects of Machiavellian supervisors' ethical leader behaviors on employee voice were intensified in the particular organizational context of higher, versus lower, employee power distance orientation. Given the major finding that ethical leader behaviors demonstrated by Machiavellian supervisors were effective whether or not they were genuine, ethical leadership training and development are suggested to help promote desirable employee work behaviors, including voice.

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