Environmental leadership development

Abstract

PurposeThe purpose of this article is to provide a basis for comparing the interactions between the level of environmental support for leadership development and individual leadership characteristics in determining leadership selection and effectiveness within organizations.Design/methodology/approachA contextual model of leader selection and effectiveness examining the interactions between the level of environmental support and individual leadership characteristics to predict specific research propositions based on organizational needs is presented. The paper first provides an overview of leadership selection and effectiveness research and then illustrates a contextual model of leadership selection and effectiveness. The model design is based on a four‐quadrant structure with two propositions being suggested for each quadrant.Findings– Describes the context and proposed outcome of each respective quadrant for identifying and selecting potential leadership talent within an organization. The model also highlights the tendencies of organizational leadership to promote or select potential leadership talent from predictable employee groups based on how they match preconceived expectations.Research limitations/implications– The model has not yet been tested empirically.Practical implications– A very useful approach for organizations looking to improve their internal leadership development capabilities and leadership selection processes. This model lays the foundation for leadership identification and selection from all areas of an organization while emphasizing the necessity for leadership development at all levels.Originality/value– All organizations face the challenge of leadership identification, growth, development and effectiveness. This paper offers insights into understanding how leaders are identified for growth and development within an organization and how individuals within those organizations perceive themselves participating in leadership opportunities.