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.

Leadership self-efficacy: review and leader development implications

2019 ◽  
Vol 38 (8) ◽  
pp. 637-650
Author(s):  
Laura Paglis Dwyer
Keyword(s):  
Leadership Development ◽  
Self Efficacy ◽  
Cognitive Modeling ◽  
Group Performance ◽  
Leader Effectiveness ◽  
Future Research ◽  
Big Five Personality ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type

Purpose The purpose of this paper, on self-efficacy and leadership, has two objectives. First, it comprehensively reviews approximately 25 years of research on leadership self-efficacy (LSE), beginning with LSE measurement and related criticisms. Findings concerning LSE’s relationships with leader effectiveness criteria, as well as individual and contextual influences on LSE, are presented. Second, it examines the evidence on efficacy enhancement interventions and offers some preliminary recommendations for increasing LSE through leadership development programs. Design/methodology/approach The author conducted a comprehensive literature review of the existing research on LSE, covering the main contributors to this research stream and their findings. Findings The review revealed substantial diversity in LSE construct development and measurement approaches. Regarding LSE and leader effectiveness, many studies reported positive relationships with potential, performance and behavioral ratings of leaders. Collective (team) efficacy has emerged as a significant mediator between LSE and group performance. Influences on LSE include several of the Big Five personality traits, while contextual antecedents are under-researched, and potentially fruitful areas for further study. Executive coaching and mentoring, as well as cognitive modeling techniques and training in constructive thought patterns, received support for enhancing LSE in developing leaders. Originality/value This paper’s review and implications should be of substantial value to current and future LSE researchers, as it summarizes past research, synthesizes the findings to draw out common themes and consistent, corroborated findings, and identifies opportunities for future research. For practitioners, the reviewed research on interventions for increasing LSE through leadership development programs provides practical guidance.

scholarly journals What are young Pacific peoples understandings of leadership in Aotearoa New Zealand?

2021 ◽  
Author(s):  
◽  
Grace Faletutulu
Keyword(s):  
New Zealand ◽  
Leadership Development ◽  
Future Research ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Pacific People ◽  
Education Outcomes ◽  
Aotearoa New Zealand ◽  
The Pacific ◽  
Leadership Beliefs

<p>This thesis is an exploration of the way leadership is understood by young Pacific peoples. It looks at the possible relationship between leadership and education outcomes for young Pacific peoples. It is located in an interpretative paradigm, and uses qualitative methods and seeks phenomenological date. This is because individuals interpret experiences differently, therefore understanding how these young Pacific people interpret ideas can help answer the thesis question. As Pacific research it foregrounds Pacific concepts such as vā and Pacific methods such as talanoa. These features seek to alignment with the community participating in the study. The findings suggest that young Pacific peoples understand leadership as a negotiation between Pacific and Western ideas. This negotiation is performed contextually. However, young Pacific peoples are also redefining leadership for themselves and a way they are doing this is by combining their Pacific and Western understandings of leadership. From the research there were three implications found for young Pacific peoples. Firstly, too much focus on culture can become a problem. Secondly, the different contexts that young Pacific peoples are being raised in influences their leadership beliefs, especially compared to the older generation. Lastly, young Pacific peoples need to receive recognition for their ability to negotiate ideas between the Pacific and Western worlds. Therefore, recommendations for future research come under two main categories environment. This is focused on rethinking leadership, firstly for young Pacific peoples in New Zealand-Pacific context, then rethinking for young Pacific peoples in a Western context. The second recommendation discusses ways to improve leadership development programs for young Pacific peoples in New Zealand.</p>

Strategic leadership competencies: what is it and how to develop it?

2016 ◽  
Vol 48 (8) ◽  
pp. 394-399 ◽  
Author(s):  
Zumalia Norzailan ◽  
Rozhan B. Othman ◽  
Hiroyuki Ishizaki
Keyword(s):  
Leadership Development ◽  
Leadership Competencies ◽  
Learning Theories ◽  
Strategic Leadership ◽  
Development Programs ◽  
Leadership Programs ◽  
Empirical Examination ◽  
Leadership Development Programs ◽  
Content Type ◽  
Practice Experience

Purpose The purpose of this paper is to discuss the nature of strategic leader competencies and the learning methodologies that should be used to develop them. Design/methodology/approach A review of the literature on strategizing was done to formulate a model of strategic leadership competencies. This paper also draws from various work on learning to propose how strategic leadership competencies program should be designed. Findings The literature highlights the importance of incorporating deliberate practice, experience density, reflective learning and mentoring into strategic leadership development programs. Research limitations/implications This is a conceptual work that draws from secondary material. Further empirical examination can help validate the ideas proposed here. Practical implications This paper provides a better understanding of how developing strategic leadership competencies are distinct from other leadership programs. It also provides practitioners with an understanding on how to design their strategic leadership development programs. Originality/value This paper adds a new dimension to the discourse on strategic leadership development programs by bringing together learning theories from sports education and managerial learning.

The ideal and the counter-ideal follower – advancing implicit followership theories

2016 ◽  
Vol 37 (8) ◽  
pp. 1205-1222 ◽  
Author(s):  
Nina M. Junker ◽  
Sebastian Stegmann ◽  
Stephan Braun ◽  
Rolf Van Dick
Keyword(s):  
Leadership Development ◽  
Design Methodology ◽  
Future Research ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Implicit Followership Theories ◽  
Practical Implications ◽  
The Ideal

Purpose Research on implicit followership theories – that is, individually held assumptions about how followers are and how they should be – is still in its infancy. The few existing approaches differ in what they define as the object of these theories. The authors consider the lack of two aspects in the existing literature: first, the authors consider it important to not only focus on effective but also on ideal followers – which allows investigating follower characteristics that go beyond just performance; and second, the authors demonstrate the importance of the study of characteristics which leaders explicitly see as undesirable for followers (i.e. counter-ideal follower prototypes). The purpose of this paper is to fill these gaps and to extend the literature by introducing the concept of implicit followership theories as assumptions of ideal followers. Design/methodology/approach The authors first present three studies conducted to develop a scale to measure ideal and counter-ideal follower prototypes, respectively. In a fourth study, the authors apply this scale and compare it to existing measures of implicit followership theories regarding their value for predicting leaders’ follower ratings. Findings Results show that the newly developed measure is reliable and valid, and comprises a useful tool for future research. Practical implications The scale can be used for leadership development programs. Originality/value The study is among the few that provide theory and evidence for the relevance of implicit followership theories and is the first to consider the ideal follower in this regard.

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.

Building Capacity through Student Leadership Development and Practices

2017 ◽  
pp. 29-41
Author(s):  
Maria Martinez Witte ◽  
Jane B. Teel ◽  
Leslie A. Cordie ◽  
James E. Witte
Keyword(s):  
Leadership Development ◽  
Student Leadership ◽  
Educational Institutions ◽  
Future Trends ◽  
Development Programs ◽  
Leadership Programs ◽  
Leadership Development Programs ◽  
Building Capacity ◽  
Student Leadership Development ◽  
Emerging Leadership

Student leadership programs are prominent within educational institutions and continue to be altered in order to incorporate emerging leadership concepts. This chapter provides an introduction to changing leadership variables that are affecting students. Also included is an overview of leadership development programs and research and relevant student leadership programs and research studies. Best practices for developing capacity and creating student leadership development experiences are provided as well as future trends in the field.

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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