scholarly journals Make Learning Stick: Best Practices to Get the most out of Leadership Devlopment

2015 ◽  
Author(s):  
Diane Reinhold ◽  
Tracy Patterson ◽  
Peter Hegel
Keyword(s):  
Leadership Development ◽  
Best Practices ◽  
Learning Environment ◽  
Leadership Training ◽  
Learning Transfer ◽  
Training And Development ◽  
Learning And Development ◽  
Developmental Experiences ◽  
Effective Leaders ◽  
Organizational Ability

"Are you taking a closer look at “learning transfer”? Are you wondering how to make sure the lessons taught through your leadership training and development efforts stick weeks, months, or years later? As a professional interested in learning and development, you may be in a position to acknowledge and help overcome the challenges to learning in your organizations. You are likely in a position to influence supervisors and executives, as well as potential participants, in leadership development efforts. You may also have a role in creating and supporting a learning environment. With a better understanding of learning transfer, you can help your organization realize multiple benefits, including bigger impact from developmental experiences, more effective leaders, and a stronger organizational ability to learn and adapt. Read on to learn CCL’s perspective on and best practices for learning transfer for leadership development. We share a framework—and specific tactics—that we use in designing leadership development solutions. With this information, you can begin to help leaders and your organization overcome challenges to learning transfer—and earn greater benefit from leadership development investments."

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.

Barbara Kellerman: There’s a better way to train leaders

2018 ◽  
Vol 46 (6) ◽  
pp. 22-27 ◽  
Author(s):  
Robert J. Allio
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Design Methodology ◽  
Development Process ◽  
Social Implications ◽  
Content Type ◽  
Effective Leaders ◽  
Leaders And Followers ◽  
Bad Leadership ◽  
Practical Implications

Purpose Harvard authority on leadership, Barbara Kellerman, indicts the deficiencies of the leadership industry and she argues that we can do better. Design/methodology/approach This interview offers a bold prescription for training effective leaders[4]. Findings To be effective, the leadership development process must adopt and achieve three goals: educate leaders, train leaders and develop leaders. Practical implications Bad leadership puts on vivid display the unbreakable link between leaders and followers – a link that the leadership industry willfully ignores precisely because there’s no money in it. Social implications There is precious little evidence that the leadership industry has in any meaningful, measurable way benefited society. Originality/value A “no holds barred” look at the leadership training industry and some potent suggestions on how to improve it.

Theory and Application of Leadership

2009 ◽  
pp. 836-841
Author(s):  
Krista J. Crawford-Mathis
Keyword(s):  
Leadership Development ◽  
Human Resource ◽  
Development Program ◽  
Core Competency ◽  
Training And Development ◽  
Leadership Traits ◽  
Effective Leaders ◽  
The Future ◽  
Organization Leadership ◽  
Resource Division

One of the key functions of the human resource division is the training and development of the organizational staff. Technology is forcing change with respect to the tools and skills required to lead organizations. As such, the identification of the competencies required for an effective executive recruitment and development program can impact the future of an organization. Leadership development should be a company’s core competency (Foster, 2006). The correct mix of leadership traits, skills, and abilities can be dictated by the situation in which the leader operates, for example, industrial versus service, traditional versus virtual. The following is a brief description of leadership theory, the competencies of effective leaders, and a look at implications for the future.

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.

Leading toward new horizons with soft skills

2018 ◽  
Vol 26 (3) ◽  
pp. 247-259 ◽  
Author(s):  
Nida’a K. AbuJbara ◽  
Jody A. Worley
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Soft Skills ◽  
Research Literature ◽  
Assessment Tools ◽  
Measurement Development ◽  
Next Generation ◽  
Soft Skill ◽  
Content Type ◽  
Professional Disciplines

Purpose This paper aims to highlight the importance of soft skills for leadership and offers recommendations for soft skill development training for the next generation of leaders. Design/methodology/approach An integrated review of current research literature was conducted on management, leadership and soft skills to develop recommendations for integrating the development of soft skills in leadership development training protocol. Findings A one-size-fits-all approach does not work for soft skills development or measurement. Each soft skill is defined differently and should be assessed based on different behavioral actions. Progress in this area of measurement development will make a great impact on the use of soft skills. The development of assessment tools for the different soft skills across professional disciplines is assumed to enhance other aspects of transformational leadership such as coaching and mentoring. Research limitations/implications Current strategies for the assessment and measurement of soft skills present an obstacle for including these skills in current leadership training models. Practical implications The paper includes implications for the development of soft skills for the next generation of leaders and offers recommendations for integrating the development of soft skills in leadership training programs. Originality/value This paper fulfills an identified need to study how soft skills can be measured and assessed. This is important given that specific skills vary across professional disciplines and organizational contexts.

scholarly journals Training and Development: Communication and the Multigenerational Workplace

2021 ◽  
Vol 4 ◽  
pp. 96-102
Author(s):  
Michael Strawser
Keyword(s):  
Best Practices ◽  
Generational Differences ◽  
Training And Development ◽  
Communication Training ◽  
Development Communication ◽  
Multigenerational Workplace ◽  
Relevant Topic

Communication practitioners, especially those who facilitate training and development workshops, should focus on generational differences as a subset of their communication training efforts. This article positions the multigenerational workplace and generational differences as a relevant topic for communication trainers and provides cursory information related to different generations. Ultimately, 10 best practices to address generational differences in business contexts are discussed.

scholarly journals TOWARDS ELIMINATING DISCRIMINATORY EMPLOYMENT PRACTICES IN NIGERIAN ORGANISATIONS

2020 ◽  
Vol 2 (1) ◽  
pp. 75-86
Author(s):  
Dumebi Anthony IDEH ◽  
Okwy Peter OKPALA ◽  
Christopher Odogwu CHIDI
Keyword(s):  
Best Practices ◽  
National Development ◽  
Secondary Data ◽  
Personal Characteristics ◽  
Training And Development ◽  
Employment Practices ◽  
Employment Decisions ◽  
High Prevalence ◽  
Recruitment And Selection ◽  
Work Arrangement

Equality and non-discriminatory employment practices are rooted in the principle that all employment decisions should be based on individuals’ ability to do a job, regardless of their personal characteristics that are not related to the requirements for job performance. Thus, this study highlights some of the discriminatory employment practices prevalent in Nigerian workplaces. The study is based on review and analysis of both primary and secondary data. The results revealed different forms of discriminatory employment practices among Nigerian organisations. It noted that, discriminations occur in Nigerian workplaces during restructuring and retrenchment, in managing compensation and promotion, training and development, maternity protection, recruitment and selection, use of agency work arrangement and in the design of work environment. The study concludes that there is high prevalence of discriminatory employment practices in Nigerian organisations. It is therefore, recommended that, in line with international best practices, Nigerian organisations/employers cum the Ministry of Labour and Employment should ensure that discriminatory employment practices are reduced to the barest minimum if not completely eliminated in Nigerian workplaces if sustainable organisational performance and national development are to be achieved.

Reflections from the field (mountain, cityscape and park): walking for management development and links to being-in-the world, belonging and “Ba”

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arthur F. Turner ◽  
Gareth Edwards ◽  
Catherine Latham ◽  
Harriet Shortt
Keyword(s):  
Leadership Development ◽  
Management Development ◽  
Learning And Development ◽  
Content Type ◽  
Personal Story ◽  
The World ◽  
Effective Use ◽  
The Impact ◽  
First Time

PurposeThe purpose of this paper, based on reflections from practice, is to shed light on the realities of using walking as a tool for learning and development. This is done through an initial analysis of longitudinal reflective data spanning seven years and connecting these reflections to the concepts: being-in-the-world, belonging and Ba.Design/methodology/approachThis research takes a practice based phenomenological and reflective approach. The value of this approach is to seek a new understanding, through three distinct conceptual frames, of the effective use of walking within management development.FindingsThe findings connect three conceptual approaches of being-in-the-world, belonging and “Ba” to the practicalities of delivery, thus encouraging practitioners and designers to deeply reflect on the role of walking in management development.Research limitations/implicationsA limitation is that this is largely a personal story exploring the impact of an intuitively developed set of interventions. Despite this, the paper represents a unique and deep interpretation of walking as a mechanism for management development.Practical implicationsThe paper concludes with three recommendations to practitioners wanting to use walking in management development programmes. These are: facilitators need to be familiar with their surroundings; they should look for spaces and places where participants can connect and build relationships; and organisers and sponsors need to recognise how walking not only consolidates knowledge but can help create knowledge too.Originality/valueThis is a unique, seven-year longitudinal study that broadens the theoretical focus of walking as a mechanism for management and leadership development that combines the theoretical lenses of being-in-the-world, belonging and “Ba”, the authors believe, for the first time in research on management development.

Stress and Its Relationship to Leadership and a Healthy Workplace Culture

2017 ◽  
pp. 213-246
Author(s):  
David B. Ross ◽  
Julie A. Exposito ◽  
Tom Kennedy
Keyword(s):  
Higher Education ◽  
Stress Management ◽  
Negative Impact ◽  
Training And Development ◽  
Working Environment ◽  
High Rate ◽  
Health Issues ◽  
Information Dynamics ◽  
Effective Leaders ◽  
Management Capacity

Every organization needs to be driven by effective leaders. In higher education, many leadership courses are designed to transfer knowledge and critical thinking. Other professional development workshops, seminars, and conferences in leadership also offer leadership training and development to assist individuals to understand human capital, and create an organization free from toxicity. A toxic working environment can lead to low morale, disruption in productivity and motivation, high rate of absenteeism, individuals using sick days when they are not sick, cause emotional and physical health issues, and even submitting derailed projects beyond deadlines. When there is an upsurge of stress in the workplace within employees and administrators, the organization will struggle. Negative information dynamics affect health and contribute to stress. Stress management capacity is the ability to manage stress and is vital in the prevention of a negative impact of stress. Stress management can be improved for leaders and organizations.

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