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.

Crisis management in the tourism sector: a leadership development framework

2019 ◽  
Vol 1 (2) ◽  
pp. 77-79
Keyword(s):  
Leadership Development ◽  
Crisis Management ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
Restoration Process ◽  
Development Framework ◽  
Tourism Sector ◽  
And Behaviors ◽  
Crisis Situations

Findings By creating appropriate leadership development programs, organizations that operate within the tourist sector can become better prepared to effectively manage the various crisis situations that may emerge. Programs need to focus on identifying the actions and behaviors that will enable leaders to make decisions at each stage of the emergency which effectively address immediate problems and aid the ensuing repair and restoration process.

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.

Leadership development strategy: the missing links

2018 ◽  
Vol 32 (1) ◽  
pp. 11-14 ◽  
Author(s):  
Shilpa Kabra Maheshwari ◽  
Jaya Yadav
Keyword(s):  
Leadership Development ◽  
Development Strategy ◽  
Scale Up ◽  
Competitive Growth ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
The Individual ◽  
Business Complexity ◽  
Practical Implications

Purpose Current volatile environments, business complexity, and leadership gaps are compelling organizations to deploy effective leadership development strategies. Fueled by competitive growth and people challenges, efforts continue to scale up but fail to create the desired leaders. This paper aims to address the missing links and calls for new ways of deploying leadership development strategy. Design/methodology/approach Qualitative data on experiential feedback have been collected from participants and stakeholders of leadership development programs in Indian organizations. Findings An integrated six-step approach to leadership development has been proposed for scholars and practitioners. Practical implications From the practitioner’s perspective, this study contributes to the field of leadership development by challenging the relevance of current approaches. It also adds to the scholarly literature on leadership development in the context of the organization and the individual. Originality/value Current studies in the area of leadership development in the Indian context are scarce.

Identity-safe or threatening? Perceptions of women-targeted diversity initiatives

2018 ◽  
Vol 21 (5) ◽  
pp. 745-766 ◽  
Author(s):  
Jessica L. Cundiff ◽  
Sohee Ryuk ◽  
Katie Cech
Keyword(s):  
Leadership Development ◽  
Women's Leadership ◽  
Development Programs ◽  
Diversity Initiatives ◽  
Leadership Development Programs ◽  
Upper Management ◽  
Undergraduate Women ◽  
Women Employees ◽  
A Company ◽  
Identity Safety

One strategy for addressing gender disparities in STEM and leadership focuses on women-targeted diversity initiatives, such as women’s networking groups and women’s leadership development programs. Although well intentioned, targeting diversity initiatives specifically toward women instead of all employees may unwittingly make workplaces appear unwelcoming and biased to prospective employees. To test this notion, undergraduate women and men read a recruitment brochure for a company that framed its diversity initiatives as either targeting women employees or all employees. Both women and men felt less social fit and comfort with the company and were more concerned about being treated negatively and unfairly when diversity initiatives were framed as women-targeted rather than all-inclusive. These results held regardless of whether the company was portrayed as male-dominated or gender equitable (Study 1, N = 117). However, results were somewhat attenuated for women, but not men, when the women-targeted program was portrayed as initiated and led by women employees rather than upper management (Study 2, N = 152). Overall, our results suggest that diversity initiatives may more effectively convey identity safety to both women and men when framed in a way that includes all employees rather than targeting only women.

Disability and Dominant Leadership Models Over Time

2020 ◽  
pp. 274-293
Author(s):  
Melanie Lee
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Students With Disabilities ◽  
Personal Narrative ◽  
Student Leadership ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Leadership Models ◽  
Models Of Disability ◽  
Over Time

This chapter is grounded in scholarly sources and personal narrative, and it concludes with recommended best practices about fostering more socially just higher education environments for college students. Specifically, the author focuses on the development of more equitable inclusion of students with disabilities in curricular and co-curricular leadership development programs. This chapter provides a context of major models of disability over time, a chronological scaffold of dominant student leadership models, and recommendations for educators inside and outside of classroom spaces. The intersection of models of disability and leadership models has not been explored. This chapter fills that gap in the literature.

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 Leadership Development Programs for Women in Engineering Industry

2013 ◽  
Author(s):  
Catherine Mavriplis ◽  
Elizabeth Croft
Keyword(s):  
Leadership Development ◽  
Gender Diversity ◽  
Vice President ◽  
Women In Science ◽  
Engineering Industry ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Diverse Workforce ◽  
Women In Engineering ◽  
Engineering Organizations

Many engineering organizations are realizing the benefits of diversity for innovation in their product development and team dynamics. While women remain a minority in the classroom and the workplace when it comes to engineering, they have registered significant gains. Despite decades of increases in percentages of women at lower levels however, gender diversity at high levels remains woefully low. Without integrating diversity at all levels of an organization, the full benefits of diversity cannot be reached. Furthermore, highly trained and experienced workers become dissatisfied and/or eventually leave if they cannot see a path to career advancement. Leadership development programs for women have recently sprung up in a number of engineering organizations to reap the full benefits of these companies’ investments in a diverse workforce. At Pratt & Whitney Canada, in 2007, a committee was struck to develop a Women’s Leadership Initiative that has been vibrant ever since, registering successes such as promotion of several women to Vice President status. In 2011, the NSERC Chair for Women in Science and Engineering, BC and Yukon sponsored six introductory Leadership Development workshops developed by the Canadian Centre for Women in Science, Engineering, Trades and Technology hosted at engineering workplaces across British Columbia. The presentation and paper will discuss the need for such programs, their essential ingredients and provide a preliminary assessment of their effectiveness.

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