Introduction to The Future of Leadership Development

2003 ◽  
pp. 27-34
Keyword(s):  
Leadership Development ◽  
The Future

Leadership development in health care: what do we know?

2002 ◽  
Vol 16 (1) ◽  
pp. 34-47 ◽  
Author(s):  
John Edmonstone ◽  
Jane Western
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Evaluation Studies ◽  
Lessons Learned ◽  
Executive Directors ◽  
Managerial Leadership ◽  
Leadership Models ◽  
Strong Focus ◽  
The Future

The NHS in England has developed a strong focus on clinical and managerial leadership. The article describes both emerging ideas on leadership models and approaches to developing leaders as a background to the description of two evaluation studies of leadership programmes for executive directors and the lessons learned for the future.

Retooling leadership development

2018 ◽  
Vol 17 (6) ◽  
pp. 275-281 ◽  
Author(s):  
Michael A. Couch ◽  
Richard Citrin
Keyword(s):  
Human Capital ◽  
Leadership Development ◽  
Design Methodology ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
The Future

Purpose This paper aims to describes how properly designed and executed leadership development can make a difference, an approach the authors call intentional development. Design methodology/approach By building unique connections among recent advancements in human capital management and neuroscience, this paper proposes the components that any organization can use to significantly improve the return on their investment in leadership development. Findings It is estimated that US companies spend over US$13bn annually on leadership development. Match that number to the abundant research that finds most leadership development to be ineffective, and the conclusion is a phenomenal amount of waste. The situation does not need to be that dire. Originality/value Following the practices of yesterday are not sufficient to build leaders needed for now and the future. It is time to retool leadership development.

Growing Library Leaders for the Future

2016 ◽  
pp. 2100-2116
Author(s):  
Joanna Nelson ◽  
Katherine Johnson
Keyword(s):  
Professional Development ◽  
Leadership Development ◽  
Leadership Programs ◽  
Library Community ◽  
Current Trends ◽  
Curriculum Structure ◽  
Leadership Institute ◽  
The Future ◽  
Development Committee ◽  
Skilled Workforce

Professional development opportunities are important for employees at all levels of an organization. Employees benefit by staying current in their field and advancing their career. Employers benefit by having a better skilled workforce. This chapter focuses on professional development based on the yearlong leadership institute run by the Colorado Association of Libraries (CAL) Leadership Development Committee. The development of the CAL Leadership Institute (CALLI) will be discussed along with the curriculum, structure, fees, mentoring, networking, accessibility, and benefits of CALLI to participants and the larger library community. The authors conducted two surveys and eight interviews to gather qualitative and quantitative feedback from current and past CALLI participants. A literature review of current trends in professional development and library leadership programs was completed. The future of professional development in this area is also explored.

Leadership Development in Kazakhstan

2012 ◽  
pp. 746-758
Author(s):  
Judith Parker ◽  
Gainiya Tazhina
Keyword(s):  
Leadership Development ◽  
Graduate Students ◽  
Stress Tolerance ◽  
International Business ◽  
Recent History ◽  
Career Management ◽  
The Past ◽  
The Future ◽  
The University

Kazakhstan’s recent history has transitioned from that of nomadic clans to domination by Russia to today’s independent nation. During these 20 years of independence, universities often educate leaders by translating and adapting traditionally Western models and research instruments. This article will report the findings of three such instruments on leadership, career management, and stress tolerance that were administered to graduate students at the University of International Business in Kazakhstan within the past year and consider their importance for the future of leadership development that is rich with technology.

Beyond healthcare leadership? The imperative for health and social care systems

2020 ◽  
Vol 33 (4) ◽  
pp. 351-363
Author(s):  
John Duncan Edmonstone
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Social Care ◽  
Current Model ◽  
Healthcare Leadership ◽  
Content Type ◽  
Health And Social Care ◽  
The Future ◽  
Care Systems ◽  
The Uk

Purpose This paper aims to make the case that there is a need to move beyond a focus on an approach to leadership development which is confined to health care only. It argues that, given the economic, financial, social and organisational context within which health and social care organisations in the UK operate, there is a need to develop leadership within health and social care systems, rather than within the existing “siloed” sectors. Design/methodology/approach The paper considers the context within which health and social care organisations in the UK operate; examines the nature of those organisations; makes the case for focusing on the health and social car system through systems leadership; and identifies the need for leadership, rather than leader development. Findings There is a danger of health and social care organisations “walking backwards into the future” with eyes fixed on the past. The future lies with treating health and social care as a system, rather than focusing on organisations. The current model is individual leader focused, but the emerging model is one of collective multi-agency teams. Originality/value The paper seeks to go beyond a health-care-only focus, by asserting that there is a need to regard health and social care as a single system, delivered by a multiplicity of different organisations. This has implications for the kind of leadership involved and for how this might be developed.

scholarly journals Exploring the future of startup leadership development

2020 ◽  
Vol 14 ◽  
pp. e00200 ◽  
Author(s):  
Lisa Prommer ◽  
Victor Tiberius ◽  
Sascha Kraus
Keyword(s):  
Leadership Development ◽  
The Future

Managers’ unexpected view of the future

2017 ◽  
Vol 25 (6) ◽  
pp. 16-18
Keyword(s):  
Leadership Development ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Top Managers ◽  
The Future ◽  
Pertinent Information ◽  
And Training ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Findings show that top managers do not very actively consider either leadership or leadership development (LD) when asked to consider the HR challenges of the future. In addition, when they did so, the ideas of LD were mostly traditional and individual-centered. Only a few of the informants connected LD to business needs. The comments mainly reflected ideas of heroic leadership and training. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Does strategic leadership development feature in managers’ responses to future HRM challenges?

2017 ◽  
Vol 38 (4) ◽  
pp. 576-587 ◽  
Author(s):  
Riitta Viitala ◽  
Susanna Kultalahti ◽  
Hilpi Kangas
Keyword(s):  
Leadership Development ◽  
Common View ◽  
Content Type ◽  
Top Managers ◽  
The Future ◽  
Future Challenges ◽  
Strategic Role ◽  
Social Media Platforms ◽  
Hr Managers

Purpose Recent academic discussion depicts leadership development (LD) as an important tool for supporting the implementation of an organization’s strategy, maintaining ongoing development of the organization, and building capabilities that are essential for the future. However, the role of LD in reality depends to a considerable extent on how human resource (HR) managers and other top managers perceive LD and its importance. In this study, the purpose of this paper is to examine how LD manifests in HR managers’ and other top managers’ views on the future challenges of HRM. Accordingly, the authors reason what the findings indicate concerning the strategic role of LD in managers’ minds. Design/methodology/approach The topic was approached inductively. The qualitative data were collected from 473 Finnish HR managers and 276 other top managers, using a web-based brainstorming tool that adopted ideas from social media platforms. All of the informants are part of the top management team. The material was analysed using content analysis. Findings The findings were a cause for concern. They show that top managers do not very actively consider either leadership or LD when asked to consider the HR challenges of the future. In addition, when they did so, the ideas of LD were mostly traditional and individual-centred. Only a few of the informants connected LD to business needs. The comments mainly reflected ideas of heroic leadership and training. Originality/value The study advances the understanding of the perceptions of LD decision makers in organizations, but also suggests that more research on the topic is needed. In addition, the study shows that more discussion would be required between academics and managers to deepen the common view of the content, potential, and reality of LD.

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