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.

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.

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.

Collusion with denial: leadership development and its evaluation

2015 ◽  
Vol 34 (2) ◽  
pp. 134-152 ◽  
Author(s):  
Elizabeth King ◽  
Paul Nesbit
Keyword(s):  
Leadership Development ◽  
Learning Experience ◽  
Development Program ◽  
Qualitative Evaluation ◽  
Development Programs ◽  
Structured Interviews ◽  
Leadership Development Programs ◽  
Content Type ◽  
Leadership Development Program ◽  
The Impact

Purpose – The purpose of this paper is to investigate ways to gain deeper understanding of the evaluation challenge by reporting on insights about the impact of a leadership development program. It focusses on participants’ reflective post-course analysis of their learning, comparing this to a traditional evaluative analysis. Recently there has been a greater focus on programs to develop leaders who have the requisite cognitive and behavioral complexity to lead in challenging environments. However models for the evaluation of such programs often rely on methodologies that assume learning of specific skills rather than assessment of how well participants are able to cognitively and behaviorally adapt to uncertain and complex environments. Design/methodology/approach – The leadership development program was evaluated in two stages and the findings compared. Stage 1 elicited responses to the program using a traditional evaluation approach. Stage 2 involved 30 semi-structured interviews with the participants exploring the connections made between their development experience, work environment and approach to challenge. Findings – Evaluation approaches which focus on assessing reflection about personal learning provide greater detail on learning experience than traditional approaches to evaluation and can increase our understanding of the broader impact of leadership development programs. Current evaluation practices are mostly traditional despite dissatisfaction with outcomes. There are functional and financial benefits flowing from this practice suggesting collusion with denial between the suppliers and purchasers of leadership development and posing a question of causation. Originality/value – This study supports the use of qualitative evaluation techniques and in particular a focus on post-learning reflection to increase understanding of the impact of leadership development programs. The increased understanding provided by this type of evaluation can play a significant role in both the design of leader development programs and the creation of strategic alignment between business strategy, the purpose of leadership development interventions, learning objectives, program design and program evaluation.

scholarly journals Snowbird Leadership Institute: Leadership Development in the Profession

1999 ◽  
Vol 60 (5) ◽  
pp. 412-425 ◽  
Author(s):  
Teresa Y. Neely ◽  
Mark D. Winston
Keyword(s):  
Leadership Development ◽  
Career Paths ◽  
Direct Relationship ◽  
Career Progression ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Leadership Institute ◽  
The Impact

What is the impact of participation in leadership development programs in terms of career progression and involvement in leadership activities? To address this issue, individuals who had participated in the Snowbird Leadership Institute from its inception in 1990 to 1998 were surveyed regarding their career progression since their participation, their involvement in leadership activities, and their perceptions of the experience’s impact on their careers. Although it is difficult to identify a direct relationship between participation in the Snowbird Leadership Institute and career progression and greater participation in leadership activities, the respondents did report an increased level of leadership activity. In addition, their perceptions of the institute’s value with regard to their careers were largely positive and indicated that many of their career paths would have been different had they not had the Snowbird experience.

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