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.

scholarly journals Making Performance Real: Six Paths to Training That Matters

2021 ◽  
Vol 22 (1) ◽  
pp. 61-80
Author(s):  
Brent D. Peterson ◽  
Young Hack Song ◽  
Chuck Udell
Keyword(s):  
Leadership Development ◽  
Talent Development ◽  
Training Model ◽  
Development Programs ◽  
Training Design ◽  
Leadership Development Programs ◽  
Development Models ◽  
Development Framework ◽  
Tremendous Amount ◽  
Talent Acquisition

Training matters not only for business growth but also for talent acquisition and employee retention. Many experts and researchers highlight the importance and benefits of employee learning and development (Salas et al., 2012). The ATD (Association of Talent Development) 2019 State of the Industry and Training Magazine’s 2019 Training Industry Report indicates that billions of dollars and a tremendous amount of time are being spent on training. Many companies are concerned about the value of their current training programs, especially their leadership development programs (Deloitte, 2018; Kirkpatrick & Kirkpatrick, 2018; Beer et al., 2016; Bernal & Schuller, 2016). As we are experiencing a rapid digital transformation and tough economic times, companies are questioning the effectiveness of their leadership development models. This paper, first, aims to examine seven issues in the learning industry that lead to ineffective training from a practitioner’s point of a view. Then it discusses the Peterson, Song, and Udell (PSU) Training Model, an organizational talent development framework consisting of six specific, focused paths. We also focus on our 4E Training Design Model that resolves issues and makes performance real based on evidence from scientific research and insights from our experiences.

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.

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 Building Engaged Communities—A Collaborative Leadership Approach

Smart Cities ◽  
2018 ◽  
Vol 1 (1) ◽  
pp. 155-162 ◽  
Author(s):  
Marisa Cleveland ◽  
Simon Cleveland
Keyword(s):  
Leadership Development ◽  
Smart Cities ◽  
Collaborative Leadership ◽  
Community Leadership ◽  
Future Research ◽  
Development Programs ◽  
Leadership Programs ◽  
Leadership Development Programs ◽  
Conceptual Paper ◽  
The Relationship

Community engagement is essential for building smart cities. While leaders who participate in community leadership development programs create engaged communities, there is a gap in literature on the role leadership programs play in the formation of engaged communities. This conceptual paper examines the relationship between collaborative leadership and leadership development programs in order and their role in fostering engaged communities. Recommendations for future research on building effective leadership programs are proposed.

(Dis)Ableing Notions of Authentic Leadership Through the Lens of Critical Disability Theory

2017 ◽  
Vol 19 (4) ◽  
pp. 362-377 ◽  
Author(s):  
Greg Procknow ◽  
Tonette S. Rocco ◽  
Sunny L. Munn
Keyword(s):  
Leadership Development ◽  
Human Resource Development ◽  
Interpersonal Relationships ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Belief Systems ◽  
Self Awareness ◽  
Persons With Disabilities ◽  
Deficit Model ◽  
The Disabled

The Problem Persons with disabilities (PWD) are regarded as “the Other” and are sequestered from “normative” society because of their “Otherness.” “Othering” results in discrimination and the systemic preclusion of PWD. Ableism is the belief that being without a disability, impairment, or chronic illness is the norm. The notion that people without disabilities are the norm and are inherently superior is accepted without critique by those that advocate for authentic leadership. This privileges ableism and furthers the “Othering” of PWD within a leadership style intended to promote self-awareness, beliefs and ethics, and interpersonal relationships. The Solution The disabled experience and differently abled voice must be restored through relationally “being” with others and authentic dialogue. What is needed is a shift from the deficit model of authentic leadership to a social paradigm of authentic leadership, welcoming of bodily and psychic difference. This will better enable both leaders and employees to craft an authentic profile in the workplace. The Stakeholders Leaders and those who seek to become leaders following an authentic leadership approach can benefit from a better understanding of how their ingrained belief systems impact those that they lead who are both “able-bodied” and “disabled.” Human resource development (HRD) practitioners and leadership development practitioners can use this information to deconstruct and reconstruct leadership development opportunities to be inclusive as an authentic leader.

scholarly journals Strategic planning for human resources and its impact on Sudanese national security: التخطيط الاستراتيجي للموارد البشرية وأثره على الأمن القومي السوداني

2019 ◽  
Vol 3 (11) ◽  
Author(s):  
Mu'tasim Hussein Abu Zeid
Keyword(s):  
Strategic Planning ◽  
Human Resources ◽  
National Security ◽  
Human Resource Development ◽  
National Policy ◽  
State Level ◽  
The State ◽  
Development Programs ◽  
Human Capabilities ◽  
The Relationship

The study considered the importance of strategic planning for human resources and its impact on Sudanese national security considering that strategic planning is one of the important mechanisms that achieve integration and interaction between the components of the comprehensive perspective of human resources at the state level, in order to achieve the conditions required to achieve the full utilization of competitive human capabilities as one of the important elements affecting national security. The study aimed at the importance of strategic planning for human resources at the macro level of the state and its impact on Sudanese national security. The study reviewed the terms related to strategic planning, the concept of national security and the relationship between strategy, national security and human resources. The study reviewed the terms related to strategic planning, the concept of national security and the relationship between strategy, national security and human resources. The study also dealt with the aspects affecting the human resources and the Sudanese reality. The descriptive approach was used for the study and the scientific sources that dealt with the subject were used as sources for the study. The study concluded that strategic planning for human resources should be adopted, and that a national policy should be established through human resource development programs and clear foundations for investing human resources to meet challenges related to human capabilities, especially competitive human capacities.

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