scholarly journals Using Creative Techniques in Leadership Learning and Development

2015 ◽  
Vol 17 (3) ◽  
pp. 279-288 ◽  
Author(s):  
Gareth Edwards ◽  
Carole Elliott ◽  
Marian Iszatt-White ◽  
Doris Schedlitzki
Keyword(s):  
Leadership Development ◽  
Human Resource Development ◽  
Development Programs ◽  
Learning And Development ◽  
Public And Private ◽  
Leadership Development Programs ◽  
Development Interventions ◽  
Human Resource Development Professionals ◽  
Critical Leadership ◽  
The Impact

The Problem Leadership development programs have become prolific in organizations in both the public and private sectors, with new initiatives endlessly being developed. Empirical and conceptual work that challenges some of the mainstream approaches to leadership learning and development has led to initiatives increasingly becoming complex in nature and to the use of innovative and unusual approaches. There is limited knowledge, however, regarding the impact of such techniques. The Solution This issue focuses on some core themes around enabling and enacting leadership development in organizations through creative techniques using art, poetry, symbolism, theater, drama, and film, and is rooted in experiences of delivering such interventions in a range of countries, sectors, and professions. Each article explores how these techniques can be translated into practice across a wide of variety leadership learning and development contexts and is rooted in the contemporary and critical leadership literature. The Stakeholders Human resource development professionals seeking to identify key considerations in selecting creative techniques for effective leadership learning and development interventions, and academics advising on such selections and teaching leadership themselves, will be interested in these articles, which will also set the basis for further empirical research and theoretical reflection on the topic.

scholarly journals The Impact of Radical Change on Leadership Development in Large Companies

2021 ◽  
Vol 2021 (2(92)) ◽  
pp. 9-23
Author(s):  
Julita Majczyk ◽  
Keyword(s):  
Leadership Development ◽  
Radical Change ◽  
Digital Culture ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Leadership Management ◽  
Leadership Behaviour ◽  
The Impact ◽  
Culture Transition ◽  
Learning Interventions

Purpose: This study aims to identify and describe changes in leadership development programs caused by the spread of SARS-CoV-2. Design/methodology/approach: Participants were selected purposefully. The core part of the qualitative study involved 25 individual in-depth interviews. Findings: The data indicates that leadership development is not perceived as a core business process. In most cases, certain learning interventions were withheld but not terminated or managers ordered a digital culture transition. Data shows that given the progressing change, there is a need for further reflection on whether technology-mediated leadership behaviour would not be a standard. Research limitations/implications: Qualitative research does not permit broad generalizations. Although the data collected allows indicating how leader-nurturing process owners perceive change that impacts leadership development, there is no possibility to indicate the intensity or importance of the reactions. Originality/value: This study enriches the research on leadership management in big enterprises. It provides meaningful insights by examining the attitude and reactions of managers responsible for nurturing leaders. The findings of this study extend the understanding of the leadership development goal and its impact under specific conditions.

Courageous leadership: delivering results in turbulent times

2020 ◽  
Vol 19 (2) ◽  
pp. 59-66
Author(s):  
Jack J. Phillips ◽  
Patti P. Phillips
Keyword(s):  
Leadership Development ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Spheres Of Influence ◽  
Turbulent Times ◽  
Leadership Success ◽  
The Face ◽  
Definition Of ◽  
The Impact

Purpose In uncertain times, courageous leaders must be in place, stepping forward to take action to drive results. Because there is really no such thing as a natural-born leader, the organization must constantly develop current and new leaders. Leadership skills and leader behavior are shaped and molded over time, but also can be dramatically changed and improved with a variety of effective leadership development programs. The perplexing issue about leaders and leadership development is the negative press it often receives. The root cause of this problem is not necessarily the content of leadership development programs or even the way that they are delivered, it is the definition of leadership success and the success of leadership development. Design/methodology/approach The purpose of this paper is to illustrate the success of a courageous leader does not occur until impact is achieved in the organization. Findings The courageous leader is one who can deliver on all levels of outcomes in the face of many difficulties, challenges and uncertainties in ambiguous environments. Originality/value Great leaders deliver great results, including the impact they have on their organizations or spheres of influence. Without impact, leaders are ineffective. To achieve success in these turbulent times requires leaders to be effective in delivering on five levels of outcomes, including impact and ROI. The courageous leader is one who can deliver on all levels of outcomes in the face of many difficulties, challenges and uncertainties in ambiguous environments.

Secondhand learning from graduates of leadership development programs

2014 ◽  
Vol 26 (8) ◽  
pp. 511-528 ◽  
Author(s):  
Ellen F. Goldman ◽  
Marilyn Wesner ◽  
Margaret M. Plack ◽  
Nisha N. Manikoth ◽  
Yolanda Haywood
Keyword(s):  
Leadership Development ◽  
Development Program ◽  
Training Transfer ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Leadership Development Program ◽  
Interview Methodology ◽  
Member Checks ◽  
The Impact

Purpose – This paper aims to explore the impact leadership development program graduates had on their workgroup, the nature of that impact and how that impact occurred. Design/methodology/approach – This research was conducted at three sites using a qualitative interview methodology with thematic data analysis. Techniques to ensure trustworthiness included purposive sampling, triangulation of researchers, member checks and code checking. Findings – Analysis of the data revealed secondhand learning as specific changes in practices, behaviors and attitudes, transferred by program graduates to their peers and supervisors. The transfer of learning was described as both intentional and informal learning during episodes of varying duration, and occurred through a variety of dyadic and group interactions in a manner generally consistent with the 4I framework of organizational learning. Research limitations/implications – The study was limited to medical educators. Recommendations for supervisors and organizations to maximize training transfer are identified. These suggestions advocate for actively encouraging graduates in departmental leadership and faculty development; focusing transfer on specific practices, behaviors and attitudes; and considering both short- and long-term outcomes. Originality/value – This paper makes an original contribution to the literature by describing the process of secondhand learning from leadership development program graduates. The paper also expands our understanding of the nuances in transfer methods and associated learning episodes in the context of an educational environment. Finally, the research illustrates how qualitative methods can be used to expose secondhand learning.

Return on investment in healthcare leadership development programs

2018 ◽  
Vol 31 (1) ◽  
pp. 77-97 ◽  
Author(s):  
Maya M. Jeyaraman ◽  
Sheikh Muhammad Zeeshan Qadar ◽  
Aleksandra Wierzbowski ◽  
Farnaz Farshidfar ◽  
Justin Lys ◽  
...  
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Health Care Outcomes ◽  
Leadership Quality ◽  
Care Outcomes ◽  
Evaluative Instrument ◽  
The Impact

Purpose Strong leadership has been shown to foster change, including loyalty, improved performance and decreased error rates, but there is a dearth of evidence on effectiveness of leadership development programs. To ensure a return on the huge investments made, evidence-based approaches are needed to assess the impact of leadership on health-care establishments. As a part of a pan-Canadian initiative to design an effective evaluative instrument, the purpose of this paper was to identify and summarize evidence on health-care outcomes/return on investment (ROI) indicators and metrics associated with leadership quality, leadership development programs and existing evaluative instruments. Design/methodology/approach The authors performed a scoping review using the Arksey and O’Malley framework, searching eight databases from 2006 through June 2016. Findings Of 11,868 citations screened, the authors included 223 studies reporting on health-care outcomes/ROI indicators and metrics associated with leadership quality (73 studies), leadership development programs (138 studies) and existing evaluative instruments (12 studies). The extracted ROI indicators and metrics have been summarized in detail. Originality/value This review provides a snapshot in time of the current evidence on ROI indicators and metrics associated with leadership. Summarized ROI indicators and metrics can be used to design an effective evaluative instrument to assess the impact of leadership on health-care organizations.

The Dark Side

2015 ◽  
Vol 17 (3) ◽  
pp. 376-390 ◽  
Author(s):  
Andrew Armitage
Keyword(s):  
Leadership Development ◽  
Human Resource Development ◽  
Leadership Practices ◽  
Dark Side ◽  
Development Programs ◽  
Business Managers ◽  
Toxic Leadership ◽  
Leadership Development Programs ◽  
Reflexive Practice ◽  
Actual Change

The Problem Morgan explored in her book What Poetry Brings to Business the deep but unexpected connections between business and poetry. She demonstrated how the creative energy, emotional power, and communicative complexity of poetry relate directly to the practical needs for innovation and problem solving that face business managers, and how poetry can unpack complexity, together with the ability to empathize with, and better understand the thoughts and feelings of others. This, it can be argued, not only aids the creative process of individuals, but it can also help facilitate the entrepreneurial culture of an organization, develop imaginative solutions, and help better understand chaotic environments. However, despite Morgan’s welcomed addition, it still remains that there is still a dearth of literature of the use of poetry concerning toxic leadership practices. The Solution According to Roebuck, reflexive practice can be described as a process of inquiry that facilities appreciation and understanding of contextualized views, deeper learning experiences, the development of ideas, and the conditions for actual change. Therefore, if organizations are not to objectify the creativity of those who aspire to be organizational leaders, then leadership development programs have to give voice to those who own organizational problems and their solution. Examples of organizational poetry will be presented to show how it can be used to unlock personal experiences and relationships within the context of working life. It will be argued that if stories are to represent reality as lived by those who report them, then poetry provides an alternative method of enquiry to inform contemporary leadership practices. The Stakeholders Poetry empowers individuals to internalize stories that carefully attend to context and settings to offer fresh perspectives on established truths, thus providing a way to explore hidden worlds that might often go unsaid in the milieu of normal conversation. As such, this article is aimed at those who need to develop an alternative paradigm for leadership and Human Resource Development (HRD) educational programs and want to adopt a more open dialogical approach to human relations within classroom settings and practice.

Leadership development techniques

2018 ◽  
Vol 42 (9) ◽  
pp. 538-557 ◽  
Author(s):  
John R. Turner ◽  
Rose Baker ◽  
Jae Schroeder ◽  
Karen R. Johnson ◽  
Chih-hung Chung
Keyword(s):  
Leadership Development ◽  
Literature Review ◽  
Human Resource Development ◽  
Instructional Materials ◽  
Future Research ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Related Development ◽  
And Performance

Purpose The purpose of this paper is to identify the different leadership development techniques used to develop leaders from the human resource development (HRD) and performance improvement (PI) literature, and to categorize the development techniques using Garavan et al.’s (2015) multifaceted typology of development where development has recently emerged in the literature as a “central and important process” (p. 360). Design/methodology/approach This literature review followed the guidelines for an integrative literature review presented by Torraco (2005) and Imel (2011). This literature review was a freestanding literature review designed to provide directions for future research and development within the HRD discipline. Findings This literature review categorized over 500 leadership development techniques and mapped them with previously identified leadership capacities into Garavan et al.’s (2015) development typology. Once mapped, the authors were able to identify the most common leadership capacities and related development techniques for each development domain in the typology. Practical implications This research provides a tool for identifying required leadership capacities and development techniques that could be used by scholars and scholar-practitioners to conduct further research, as an aid in designing future leadership development programs and as instructional materials in the classroom. Social implications Leadership is becoming a shared construct in today’s literature. Leadership as a shared construct has multiple shareholders, both internal and external of the agent. To better meet the needs of these shareholders, this research provides tools for the scholar and scholar-practitioner for leadership development that can be catered to one’s needs – as opposed to a one-size fits all strategy. Originality/value This paper highlights the HRD and PI literature, and provides a pragmatic tool for leadership development. This tool can be used by scholars for future research and for testing, as well as by scholar-practitioners for designing future leadership development programs.

Military leadership development strategies: implications for training in non-military organizations

2017 ◽  
Vol 49 (7/8) ◽  
pp. 357-364 ◽  
Author(s):  
Michael Kirchner ◽  
Mesut Akdere
Keyword(s):  
Leadership Development ◽  
Leadership Competencies ◽  
Development Strategies ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Military Organizations ◽  
The Usa ◽  
The Military ◽  
The Impact

Purpose The purpose of this paper is to explore how branches of the USA military conduct leadership development of their members to build on existing knowledge of effective approaches. The military, often credited for its ability to develop leadership competencies, has been overlooked and offers a new context for consideration in training. Training strategies presented may offer organization leaders new insight into enhancing current leadership development programs. Design/methodology/approach A review of accessible military doctrine in recent decades was conducted to determine leadership development methodology for possible transferability into industry. Findings The military’s diverse perspectives on service member leadership development offered insightful methods for application in commercial training. Four development strategies were identified and are discussed. Research limitations/implications The purpose of the military is unique from non-military organizations and, as such, each of the leadership development training approaches may not be applicable or feasible for traditional employees. Further exploration of leadership development in the US military is required to better understand the impact of the training. Originality/value A review of existing literature revealed little evidence of examining the military’s approach to developing leaders, even though employers claim to hire veterans because of their leadership abilities. Each of the identified development components are distinguishable from traditional leadership programs and present readers a series of opportunities to consider.

Authentic Leadership and Talent Development: Fulfilling Individual Potential in Sociocultural Context

2017 ◽  
Vol 19 (4) ◽  
pp. 420-438 ◽  
Author(s):  
Gelaye Debebe
Keyword(s):  
Leadership Development ◽  
Human Resource Development ◽  
Authentic Leadership ◽  
Talent Development ◽  
Sociocultural Context ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Positive Psychological Capital ◽  
Individual Potential ◽  
The Relationship

The Problem Although leadership researchers have alluded to a connection between talent and leadership, the relationship has not been explored. The Solution Leadership entails influence through inspiration. A key assumption of this article is that people inspire others when they themselves are inspired by what they do and, further, that such inspiration stems from authentic talent development. Authentic talent development is a process whereby individuals discover what they are good at and love to do, and use their talents to express their values. This article incorporates insights from the leadership authenticity and talent development literatures to present a framework of authentic leadership and talent development in sociocultural context. The framework illuminates how social identity ascription processes can thwart the course of an individual’s talent development efforts. It also shows how individuals can overcome these pressures by cultivating positive psychological capital (PsyCap), thereby pursuing personally resonant talent trajectories. The Stakeholders This article is relevant to Human Resource Development (HRD) researchers and scholar-practitioners, and those that design and deliver leadership development programs. It is also relevant to students of leadership in academic and corporate settings.

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