Interpersonal Mindfulness in Leadership Development: A Delphi Study

2021 ◽  
pp. 105256292110671
Author(s):  
Emma Donaldson-Feilder ◽  
Rachel Lewis ◽  
Joanna Yarker ◽  
Lilith A. Whiley
Keyword(s):  
Leadership Development ◽  
Research Methodology ◽  
Delphi Study ◽  
Data Gathering ◽  
Development Program ◽  
Specific Form ◽  
Interpersonal Mindfulness ◽  
Leadership Development Program ◽  
Leadership Capability ◽  
Delphi Research

Mindfulness is increasingly being used within leadership development to enhance managers’ wellbeing and leadership capability. Given the relational nature of leadership, we posit that an interpersonal form of mindfulness has the potential to offer benefits over and above those provided by personal or internal mindfulness. We therefore chose a Delphi research methodology to consult and achieve consensus among expert practitioners, exploring if and how interpersonal mindfulness, in the specific form of the Interpersonal Mindfulness Program (IMP), can contribute to leadership development. Our aims were, firstly, to identify the necessary components of an IMP-based leadership development program and, secondly, to create guidelines for practitioners. Through four phases of data-gathering and feedback, we achieved consensus among 39 experts on guidelines for how to develop a leadership development program based on the IMP, contextual factors that will act as facilitators or barriers, and selection and screening of participants. The intention is that the resulting guidelines will support the implementation of coherent, consistent IMP-based leadership development, sensitive both to its origins and to the context.

ANALISIS IMPLEMENTASI PROYEK PERUBAHAN JANGKA MENENGAH ALUMNI PELATIHAN KEMEMIMPINAN TINGKAT IV TAHUN 2017

2020 ◽  
Vol 15 (2) ◽  
Author(s):  
Embung Megasari
Keyword(s):  
Leadership Development ◽  
Work Teams ◽  
Development Program ◽  
Medium Term ◽  
Internal Factors ◽  
Interview Technique ◽  
Term Change ◽  
Development Change ◽  
Change Projects ◽  
Leadership Development Program

This study aims to explore the factors of the implementation of Midterm-term Change Project proposed by alumni of Leadership Development Program (Diklatpim) Level held in 2017 in the Riau Province. Data was collected using interview technique and review of related documents. The informants included three parties namely the alumni as the owner of the change project, the alumni superior as the mentor and organizer of the Training. The results showed, from the perspective of implementation, there were internal factors (low willingness, seriousness and motivation, as well as alumni communication with limited work teams) and external (unavailability of IT staff, lack of support for infrastructure and budget facilities, inequality of perception between participants and stakeholders to supporting data, as well as the lack of direct attention of superiors as mentors) which is the cause of the suboptimal implementation of medium-term change projects. This research contributes to efforts to improve the implementation of medium- term change projects through an understanding of the factors that cause the low level of implementation of the project term change in 2017 Riau Province Diklatpim IV alumni.Keywords: leadership development, change project, training evaluation, Riau.

Technical Leadership Development Program

2010 ◽  
Author(s):  
Valentin Gavito ◽  
Dinesh Verma ◽  
Peter Dominick ◽  
Michael Pennotti ◽  
Ralph Giffin ◽  
...  
Keyword(s):  
Leadership Development ◽  
Development Program ◽  
Technical Leadership ◽  
Leadership Development Program

Technical Leadership Development Program

2014 ◽  
Author(s):  
Valentin Gavito ◽  
Pamela Burke ◽  
Michael Pennotti
Keyword(s):  
Leadership Development ◽  
Development Program ◽  
Technical Leadership ◽  
Leadership Development Program

Technical Leadership Development Program- Year 4

2013 ◽  
Author(s):  
Valentin Gavito ◽  
Peter Dominick ◽  
Michael Pennotti ◽  
William Robinson ◽  
Ralph Giffin ◽  
...  
Keyword(s):  
Leadership Development ◽  
Development Program ◽  
Technical Leadership ◽  
Leadership Development Program

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.

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